Here's How We Partner With Our Clients
TOP 3 AUTOMOTIVE PARTS MANUFACTURER
As automotive technology shifts towards Electric Vehicles, automotive part producers need to disrupt themselves, build capabilities and start a new S-Curve. The client had to restructure its organization, attract new talents, and secure strategic partners, in order to improve the productivity of its existing business (where cost pressures were mounting) and to build diversified businesses and new capabilities. The CEO and key talents needed to drive the organization in the new direction in parallel with testing new waters with unfamiliar strategic partners.
GRASSHOPPER ASIA
Grasshopper is a home-grown fintech and proprietary trading company that was founded in 2006. It has ambitious growth plans, but the company was struggling to hire the people they needed to meet their targets. They were not attracting enough quality candidates, and were spending too much time and effort interviewing candidates.
SINGAPORE AIRLINES
The airline was faced with increasing negative anecdotal complaints about inflight service. At the same time, the airline continued to win awards, and internal metrics indicated things were fine. There was a need to determine if there was a cause for concern over cabin crew service levels, and if so, how to solve it.
LEADING INSURANCE COMPANY
The client faced a number of workforce risks as a result of demographic shifts (aging population in East Asia, growing middle class in Asia and increasing diversity in workforce), operating pressures (changing customer expectations, growing demand for guaranteed income & savings, growing technology & automation demand to lift, rising needs for innovative go-to-market strategy to boost customer reach) as well as market and economic pressures (expecting exponential growth despite lower nominal GDP growth rates, changing of political & regulatory environment that affects the industry)
E-GOVERNMENT CLOUD-BASED ENTERPRISE SOLUTION COMPANY
The company was losing talent in India, most frequently after only 2 years of service. A close look at their job evaluation and career pathing for software developers showed a big jump between the first promotion and the second promotion, in terms of additional duties.
PROFESSIONAL SERVICES FIRM
Two senior executives led the management buyout of the Asian operations of their professional service business. The immediate priority was to retain key people without giving up equity in the business. The medium-term challenge was to attract key people by selling the idea of an employee-owned business.
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organisation performance expert / global consulting firm / strategic business advisor / business thought leadership / human capital consulting firm