CASE EXAMPLES

Real-World Results from Whole Brain® Thinking and the HBDI® Assessment

Return to Resources/Case Studies page.
Industry Client Business Issues/Goals Audience Results Full Case Study
         
Accounting and Consulting Professional Services Firm
  • Improve creativity and innovation
  • Improve customer service and satisfaction
  • Improve customer problem solving
  • High-Potential Employees
  • Increased employee engagement
  • Achieved competitive differentiation through Whole Brain®-ed approach to client service
  • Increased creativity in client solution approaches
  • Improved teamwork
Back to Top
         
Consumer Goods Brown-Forman
  • Improve creativity and innovation
  • Drive business growth through improved ideation and marketing concepts
  • Marketing Leaders
  • Sales
  • Market Research
  • Number 1 in merchandise sales from promotional campaigns developed through ideation
  • Successful rebranding
Consumer Goods Cookie Time
  • Transform the culture to support sustained growth
  • Build companywide commitment to new vision, values and strategic direction
  • All functions
  • Improved financial results
  • More effective employee coaching and management programs
  • Faster decision making
  • Better aligned and more Whole Brain®-ed teams
Consumer Goods Microsoft Game Studios/Good Science Studio
  • Develop a pack-in title to demonstrate broad appeal of Kinect for Xbox 360
  • Develop a game the whole family would enjoy
  • Improve and accelerate the game design process
  • Game designers and developers
  • Project managers
  • Consumers
  • "Kinect Adventures'" brain-balanced game features showcase the broad appeal of Kinect
  • Positive consumer and industry reviews
  • Over 40% reduction in development time
Back to Top
         
Education Yale College of North Wrexham, Wales
  • Improve learning outcomes
  • Improve learning design
  • Students
  • Faculty
  • Improved assessment scores across all disciplines
  • Improved teacher/learner relationships
Education University of Maine, Orono
  • Give students "career accelerating" thinking, problem-solving skills
  • Develop confident, innovative community and business leaders
  • Undergraduate and graduate students
  • Potential patents, job offers, start-up funding for students
  • Grant to bring curriculum to entire UMaine system
  • Framework that can be applied to all aspects of personal, professional life
Back to Top
         
Entertainment Cirque du Soliel
  • Drive leadership development and effectiveness
  • Improve decision making
  • Assemble high-performing teams
  • Leaders
  • Improved leadership decision making and problem solving
  • Increased team effectiveness
Entertainment Harrah's Entertainment
  • Value and leverage diversity
  • Assemble high-performing teams
  • All Functions
  • Improved ability to solve complex problems
  • Open culture for ideas leading to more innovative solutions
  • Diverse-by-design teams that harness cognitive diversity and focus it towards specific business outcomes
 
Back to Top
         
Financial Services Bendigo Bank
  • Improve customer service and satisfaction
  • Drive growth by turning customer service into a competitive differentiator
  • Value and leverage diversity
  • Customer Service
  • Management
  • Professional Staff
  • Number 1 rating in customer satisfaction (Australian Financial Review)
  • 13% net growth in new customers
  • 20% net growth in retail deposits
  • 21% increase in after-tax profits
Financial Services Westpac Bank/Challenge Bank
  • Create one culture through merger of a national and a regional bank
  • Minimize turnover, disruptions and retrenchments from M&A process
  • Maintain employee morale and commitment to customer
  • All functions
  • Closed 40 co-located branches; no retrenchments or forced transfers
  • Reduced staff turnover from 14% to 6%
  • Returned $AUD10 million that had been set aside for redundancies
  • Increased opening hours with full commitment of staff
  • Achieved 86% support for industrial relations agreement
Financial Services Orange Credit Union
  • Improve communications and efficiency within the management team
  • Build better relationships between management and staff
  • Support cultural change
  • Management Team
  • Improved intra-team communications
  • Improved management-staff communications and trust
  • Strengthened relationships with the Board of Directors
Back to Top
         
Government U.S. Naval Command
  • Improve mentoring program
  • High-Potential Employees
  • 98% of mentor/mentee pairs succeeding (vs. 50%)
Government U.S. Navy Command Site
  • Value and leverage diversity
  • Successfully merge two different organizational cultures
  • Improve communications
  • Assemble high-performing teams
  • All Functions
  • Employees realigned to more appropriate work
  • Bridged the gap between two cultures and different levels and types of command
  • Improved individual and team work effort
  • Improved morale
Back to Top
         
Healthcare Nonprofit Healthcare System
  • Drive leadership development and effectiveness
  • Support transformational change initiatives
  • Nurse and Physician Leaders
  • Physicians
  • Professional Staff
  • Improved patient and safety outcomes through improved communications, particularly under stress
  • Improved processes
  • Improved collaboration
Back to Top
         
IT IBM
  • Drive leadership development and effectiveness
  • Accelerate global new leader development
  • Decrease costs while maintaining learning quality and outcomes
  • Leaders
  • Reduced training delivery costs
  • Improved entry- and exit-level participant knowledge
  • Increased time available for business-focused application activities
IT Integ
  • Improve customer service and satisfaction
  • Improve employee engagement
  • Improve cross-functional communication
  • All Functions
  • Cultural transformation with increased focus on internal and external customers
  • Performance management tied to customer service and teamwork
Back to Top
         
Manufacturing UGN Automotive Products
  • Drive leadership development and effectiveness
  • Introduce Value Based Management
  • Leaders
  • $10 million in annual savings due to successful transition to Value Based Management using Whole Brain® approach to bring all stakeholders on board
Back to Top
         
Pharmaceutical "ABC Pharmaceutical Company"
  • Increase revenue and sales team effectiveness
  • Reduce learning and development cycle times
  • Sales
  • Reduction in job mastery time for new sales reps from 24 to 7 months
  • Increased sales revenue
  • Improved results in key sales process metrics
Pharmaceutical Purdue Pharma
  • Increase revenue and sales team effectiveness
  • Sales
  • Increased sales at a faster pace
  • Improved customer and interdepartmental relationships
Back to Top
         
Publishing August Home Publishing
  • Increase revenue and sales team effectiveness
  • Align content and style with reader preferences
  • All Functions
  • Customers (Readers)
  • Increase in revenue from $80,000 to $450,000 in two years
  • Reduced interdepartmental conflict
Back to Top
         
Telecommunications Telecom New Zealand
  • Improve customer service and satisfaction
  • Raise capacity of call center operatives
  • Reduce repeat calls
  • Increase profitability
  • Inbound and Outbound Call Center Operatives
  • Improved allocation of time to calls based on needs
  • Dramatic improvement in satisfaction survey results (Complex Technical Support team scoring 4 out of 4)
  • Immediate uptick in sales conversion rates and improvement in dials-to-calls-completed in Outbound Call Center
Utilities CLP India
  • Develop a growth-minded culture
  • Improve collaboration and communication
  • Build leadership skills to foster and manage growth
  • Build foundation for sustainable growth
  • Leaders
  • Groups and teams
  • Individuals at all levels
  • Major shift to collaborative decision-making
  • Increased employee engagement
  • Faster, more effective problem solving
  • Culture that embraces innovation and different thinking
  • Successful growth without the potential drawbacks of scale
Back to Top