Cases

The establishment of a new agency (DIANA) within NATO requires support in creating a healthy organizational culture and effective collaboration between NATO and DIANA. 

A new team and a new role without a clear picture of all the new elements; first, insight is needed to uncover what is happening. Then it becomes clear what development and intervention require. 

To make an improvement in the collaborative culture of the Sustainable Digital System (digitization within the Criminal Justice Chain), both an analysis to understand the current situation and pragmatic interventions to break the status quo are needed. 

Domo's transition from dairy (custard) to infant nutrition necessitated a cultural change. Therefore, Domo sought an effective way to impact and engage its 1600 employees with the overarching goal 'Growing Babies Healthy'.

In response to a deteriorating collaboration between two teams within a unit, the respective team leaders decide to intervene. There is a need for insight into the current culture and possible interventions to change the culture, with the aim of improving collaboration.

After an acquisition and merger, the management team wishes to grow into an integrated high-performance company culture.

With an acquisition on the horizon, it is important to identify and bring to life the 'why' of the organization (DSM Dyneema), so that employees and management feel connected to the company and maintain trust during the acquisition process.