Our suite of diagnostic tools can help you measure and develop every level of your organisation; from your overall organisational culture right down to individual styles, team dynamics, and leadership strategies.
Our team of experienced consultants can support you to unlock growth and achieve sustainable results.
Empower yourself with our accreditation workshops and you’ll have a measurable impact on the effectiveness of your organisation and those you support.
We have been transforming organisations for over 45 years.
Explore our latest resources including culture and leadership insights, and extensive research.
Empower your staff or yourself with our industry recognised accreditation and application workshops.
Our suite of diagnostic tools can help you measure and develop every level of your organisation.
These are video testimonials
Leading culture transformation through strategy, renewed purpose, culture, developing leaders and empowering employees.
Auckland Transport has been working with Human Synergistics for over four years now to transform their culture and develop the capability of their people.
An unexpected benefit from our cultural change work – it has made our organisation more resilient. Culture has proven to be an important source of stability when other things have been in flux.” - Managing Director, IBM
Read how SHAPE's overhaul of leadership and culture improved every single one of their business performance metrics.
The culture at Phocas was evident from the very early days, reflecting the personal values of the founders. Co-CEO and co- founder Myles Glashier’s passion for creating innovative solutions to customer problems, and his desire to make work fun and fulfilling for Phocas people, had been pivotal to their growth and success. People loved working at Phocas and customer retention was high. By 2016 the company had 90 people and $20m in revenue and had moved from the ‘start-up’ to the ‘scale up’ phase of growth with big plans. This expansion brought with it some areas for change.
Read how Hanes are creating a leadership journey that focuses on a better life for both the leaders and teams.
From declining profits to bottom and top line growth. Read how Sandoz are leading culture transformation through purpose, improving leaders and empowering employees.
Leadership/Impact® measures Leadership effectiveness and the behaviours that impact the people around them. Steven Bright shares his Leadership transformation story; from his team feeling the need to behave in a Passive/Defensive manner, to changing to a highly Constructive, effective and positive team.
HomeStart Finance had an ambitious strategic plan to improve their financial stability and grow their portfolio in order to make home ownership a reality for more people in more ways in South Australia. To be successful, they knew they needed the right culture to support execution.
After a government reform disrupted the market, Care Options were having a tough time adjusting. Focus on building a Constructive Culture resulted in profits moving from -1.1% profit to +5.6% all while complaints went down and compliments went went up.
The subject of this case study is a highly respected United States-based multi-national company in the non-food segment of the FMCG industry. This company had been operating in Korea for 30 years, starting as a small representative sales office but transitioning into a medium-sized stand-alone subsidiary via organic growth and acquisition.
Yarra Valley Water is a shining example of how companies can become more efficient, provide better customer service and enable staff to enjoy their work and achieve a better work-life balance.
Similar to countries and the geographic regions within them, organizations and their units (e.g., departments, branches, offices) each have their own cultures — a combination of assumptions, values, norms, and customs that implicitly define the behaviors that are desirable and expected versus unacceptable and controversial within a particular environment.
Few industries have experienced the rapidity of change imposed upon the retail banking industry in the '90s. With economic conditions exerting severe pressure on interest margins, banks have had to explore alternative ways of operating—at a time of increasing costs, and in a market where the consumer has become much more aware of the products, costs, and values being provided.
A large company sought to transform its retail division into a highly responsive, customer-driven organization and, at the same time, achieve "stretch" sales goals.
The commercial property bust of the 1990s sent shock waves through many industries and, in particular, the finance industry. One of its victims is the focus of this case study. The following case study outlines the interventions taken by one of Australia's oldest finance companies to "turn around" its worst financial result in history. The measures taken by this organization, which pulled itself back from the brink of financial disaster and is today recording record profits, are presented.
Dr. Linda Sharkey, author and Executive Director of Executive Networks, Inc., was able to leverage her experience with HSI assessments when she was tasked with designing a new leadership development program for GE Financial's top 600 executives worldwide. Using Leadership/Impact®, leaders at GE were able to see their values, the impact of their behaviors on people and the culture, and whether or not their leadership strategies were aligned with business results. The program, called a "best practice in leadership development" by GE CEO Jack Welch, allowed for improved leadership performance across the organization.
In 2010 Spendvision, while successful, was suffering from an unrealistic business plan which had them trying to do too much. The Management Team was pulling in different directions and this lack of cohesion resulted in a culture of confusion and protectionism. The initial challenge for Spendvision was to have the proverbial ‘mirror’ held up to the business, as a call for action and change.
In 2000, the City of Marion recognised the need to do things differently. Incoming Chief Executive Officer (CEO) Mark Searle inherited a 12% operating deficit, an estimated staff turnover rate of more than 20% and anecdotal evidence of a poor customer service reputation. The challenge was to build the performance of the organisation, which could survive in the short term and be sustainable in the future. Focus and resource was put towards building capacity and the readiness for change.