How do we do it?

Examples of PWI effectiveness

Grindlays/ANZ Bank

Grindlays had a huge presence in the Indian sub-continent and Emirates, but with poor profitability.  Methods and attitudes were based on those from the Bank’s founders during the days of British Colonialism. PWI was tasked, following the change of ownership when ANZ Bank purchased Grindlays in 1984, with changing the culture to one representative of a modern International Bank. Work with people in India, Bangladesh, Pakistan and the Emirates focused on enabling them to feel able to challenge hidebound management behaviours which hitherto had been unquestioned. Success was measured by the number of innovative ideas from the staff and the ensuing increased profitability.

“I have used PWI services many times in a number of countries. (Pakistan, Qatar, Bangladesh): John’s insight of people is profound. I have yet to meet a person who has attended one of his programmes that did not see it as making a huge change for the good in their performance, team building competencies and interpersonal skills
I have been in discussions about using him again (with a new organisation) in Africa and Latin America. Just the best.”
 
Frank Gamble – COO

Crystal/Business Objects

“The merger of these two technology corporations required a fast method of identifying and merging two diverse cultures. In the UK, it was more difficult to merge the cultures than the technology. PWI developed and managed the plan to integrate all the employees from both companies. John did an outstanding job in ensuring that everyone felt an equally valued part of the combined team. His skill at developing the individual within the company culture contributed extensively to the successful merger. There was a significant and quantifiable cost saving around retention and loyalty along with the cost justified effectiveness of training from PWI.  PWI has subsequently worked on various projects including management coaching, teambuilding and mentoring always delivering outstanding results.”

Steve Broughton – VP UK Operations

Mars Group

By facilitating the process, initially working separately with both organizations, then bringing the parties together with mutual trust, PWI enabled what had been a stalled joint venture between a traditional small British company and the US Multinational The result was the successful introduction a new technology, highly profitable product which quickly became the market leader generating over £4m profit in the first 12 months.

CIBA-Geigy

PWI were invited to generate value from a poor implementation of an expensive quality program, the result of which were posters and slogans but no change in employee attitudes and behaviours. By working together with the Board and shop level supervisors, quality soon became the responsibility of every employee rather than a faceless quality manager. As an interesting by-product of this assignment the reason for the poor performance of a new composite product was discovered and resolved, turning the product from loss to profit making.