Case studies

At LeaderSpace, we’ve extensive experience of working with a diverse array of clients on an equally varied range of projects. The examples here will give you a flavour of the kinds of challenges we’ve risen to, how we’ve gone about it, and what we’ve helped our clients to achieve.

Creating a cultural shift globally with Gucci Group

Over a period of five years, three of our team partnered with Gucci Group to create a cultural shift globally among the organisation’s top 200 leaders. The approach was a blend of 360˚ feedback, individual coaching and highly experiential leadership programmes. Rated exceptionally highly by participants, our work delivered successful outcomes for individuals, the brands and the Group.

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From good to great at Heineken Romania

Our bespoke leadership team coaching intervention, designed for Heineken Romania’s specific needs and cultural context, helped the sales management team define and deliver a shared vision for a stronger, more interdependent sales function. It also created a new dynamic in the team and in the teams it leads – with more trust, transparency and appetite for constructive challenge.

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Taking Southampton Football Club’s leadership team to the next level

The club’s board asked us to help create a shift in mind-set, skills and behaviours in their senior management team (SMT). The aim was to enable the team to take a more strategic, joined up approach to leading the organisation, and to help each member take their own leadership capabilities to the next level.We created a bespoke evolving 10-month programme involving the SMT and board, delivering a huge measurable impact on the team’s leadership capability, identity, unity and relationship with the board.

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Innovative policy-making at the Foreign Office

The Foreign and Commonwealth Office (FCO) asked LeaderSpace to help enhance one of its teams’ ability to drive innovative policy making. We helped the team and representatives of neighbouring teams to capitalise on their existing strengths, and identify and address the various forces helping and hindering innovation. The result was a team better equipped to develop innovative policy across Whitehall and internationally.

How we helped the FCO ››

Executive coaching to reinvigorate Wallace & Gromit’s Grand Appeal

The Grand Appeal is the only charity raising funds exclusively for the Bristol Children’s Hospital, whose expenditure exceeds NHS provision. LeaderSpace provided individual coaching programmes for the Appeal’s senior leaders, which reinvigorated and raised the charity’s ambitions and helped them to achieve unprecedented revenue growth.

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ARC: unconventional ‘must have’ leadership development for a professional services firm

The client asked us to help enhance the leadership capabilities of its most promising Senior Managers and Assistant Directors, initially in just one part of the firm. We created a challenging, personalised leadership programme that had such an impact that it became a compulsory career milestone across all service lines in the UK and Switzerland, and attracted participants from several other member firms across Europe and Africa. In seven years, more than 1200 participants took part in groups of six to twelve.

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A ‘leading change’ programme for a global FMCG manufacturer

With an organisation-wide, global change programme starting imminently, the client tasked LeaderSpace with enabling their line managers to lead their teams through the process. We created a 2-day Leading Change Masterclass that could be delivered by their internal Learning and Development professionals across the world.

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Creating clarity and focus at Sabio

LeaderSpace worked with the shareholders, Board and key senior staff to create a greater sense of unity, clarity and purpose for the whole company. The changes the Board made as a result increased focus and accountability at the top and had a noticeable effect on the company’s bottom line.

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Honing a leadership team at The Department of Health

We coached the team heading up the UK Department of Health’s Workforce Strategy division, whose role is to ensure the NHS delivers high quality compassionate care. We met together and apart over a period of 12 months, addressing a range of topics and left them clearer and more unified around their joint purpose, and more disciplined in their work with each other and key stakeholders.