The Problem

For our UK defence client, world-class engineering and dedicated teams

weren’t enough. Not when the problem was poor communication across

all levels of the organisational. Management decisions weren’t reaching

the shop floor quickly or clearly enough and the concerns of those

working there weren’t being picked up by decision-makers, causing

delays and frustration. A lack of common language made conversations

lengthy and draining, so energy wasted on unproductive discussions

could have been spent solving real problems. Everyone recognised the

need for change.

The Solution

We coached our client through a programme of Sustainable Operational

Excellence (SOE®), that focused on their people and habits - not just

operational process.

Our coaches worked directly with people as they did their jobs - helping

them to view both performance and problems differently and try out new

ideas immediately. We weren’t outsiders giving instructions; we were

trusted partners who understood the work and coached people every

step of the way.

Together, we built simple routines for regular conversations, connecting

everyone from the boardroom to the production line. This created a

more open, collaborative environment where people felt free to speak up,

raise concerns and solve small problems before they became big ones.

The Results

Quality performance consistently above 95%.

A 78% reduction in quality failure rates.

Beyond the numbers, other results were just as striking. Conversations

became sharper, clearer and more productive. The cultural shift was

significant with one leader celebrating the personal impact of being

coached:

“It’s the best thing I’ve done in 30 years. I used to find meetings painful; I now find them painless. What once took an hour and a half now takes 15 minutes. I seem to have won so much of my life back.”

Communication that once stalled now went directly to where it was

needed.

“Our biggest gain has been clear access to the Management

Committee.”

Individuals also found themselves changing in ways they hadn’t

expected:

“I’m really proud of myself. I don’t think I’ve ever said that before.”

What began as a fix for communication delays became a cultural reset,

instilling improved habits and behaviour to sustain excellence, and most

importantly, happiness.

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