The client was looking to improve leadership capabilities of key mid-level talent. For a particular talent, this meant to elevate the team by moving from push management to pull leadership, thus improving organizational capability.

The client was facing a big challenge due to slow down of growth in China. One of the key reasons was their organizational structure design based on a traditional processes, which was not agile enough to respond to market changes fast enough in times of VUCA.

New England Health, a MedTech company, had expanded its operations to numerous international locations. New England Health realized that there were major communication issues between mid-level staff in their China operations with more senior employees in the US. These issues led to communication-related inefficiencies that have hurt the company.

Julian of Biotech Co was recently promoted to manage a large service team. New to this position, Julian was doubtful of his capabilities to effectively lead his new team and was struggling to build effective and trusting relationships with his new line managers and direct reports.

Logistics Co recently hired Bowen as Managing Director for a key business unit. With the industry in turmoil due to the recent trade frictions, Bowen was under pressure to hit some very aggressive sales targets. This was all the more challenging since, as a newcomer to the team, he had to first acclimate to the new culture and build trust among his team and peers.