Success Stories & Case Studies
Please see below some of our Success Stories and Case Studies to give you a flavour of our work, Please do not hesitate to contact us for more information. We are always happy to talk and to explore
Success Stories & Case Studies
Please see below some of our Success Stories and Case Studies to give you a flavour of our work, Please do not hesitate to contact us for more information. We are always happy to talk and to explore
"Previously I did not have the same one-to-one connection with people, I tended to want the facts more than the whole story… that one-to-one conversation is so important"
This series of testimonials is taken from members of a team that have experienced a number of our uniquely tailored Learning and Development Solutions
“The Programme Revolutionised my department"
“The transformation was quite remarkable… and goes on"
“Confidence has just grown immeasurably … quite remarkable"
This in depth interview is with a Director who has a number of years of experience working with Investors in Learning. We worked together to develop all of the members of his department to ensure that all received a standardised experience. The programmes included: Stakeholder Management, Leadership Development, Team Development and Project Management.
They all undertook The Engage Programme unique to Investors in Learning, endorsed by the ILM, as well as some technical Project Management training.
This had a marked impact on their motivation, engagement, performance, productivity and overall team cohesion and performance. He also talks about the impact the programmes had on him as a leader.
These are the questions we explore in this interview:
- What Impact have the Investors in Learning Solutions had on you and your team?
- How long did the impact last and how can we keep it sustainable?
- What was your main motive for trying to get standardisation across your department?
- How have the programmes helped the team deal with the multi - cultural aspects of their work?
- Can you give an example of a success story?
- What impact have the Investors in Learning solutions had on you as a leader and the challenges you face?
- Have you become different as a leader yourself?
For more details, see the below Case Study:
A Team Development Solution with impact across the whole organisation
“The Programme revolutionised the department and affected all the sites we were working with across Europe”
"Previously I did not have the same one-to-one connection with people, I tended to want the facts more than the whole story… that one-to-one conversation is so important"
This series of testimonials is taken from members of a team that have experienced a number of our uniquely tailored Learning and Development Solutions
“The Programme Revolutionised my department"
“The transformation was quite remarkable… and goes on"
“Confidence has just grown immeasurably … quite remarkable"
This in depth interview is with a Director who has a number of years of experience working with Investors in Learning. We worked together to develop all of the members of his department to ensure that all received a standardised experience. The programmes included: Stakeholder Management, Leadership Development, Team Development and Project Management.
They all undertook The Engage Programme unique to Investors in Learning, endorsed by the ILM, as well as some technical Project Management training.
This had a marked impact on their motivation, engagement, performance, productivity and overall team cohesion and performance. He also talks about the impact the programmes had on him as a leader.
These are the questions we explore in this interview:
- What Impact have the Investors in Learning Solutions had on you and your team?
- How long did the impact last and how can we keep it sustainable?
- What was your main motive for trying to get standardisation across your department?
- How have the programmes helped the team deal with the multi - cultural aspects of their work?
- Can you give an example of a success story?
- What impact have the Investors in Learning solutions had on you as a leader and the challenges you face?
- Have you become different as a leader yourself?
For more details, see the below Case Study:
A Team Development Solution with impact across the whole organisation
“The Programme revolutionised the department and affected all the sites we were working with across Europe”
Leadership Development Programme
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ILM accredited programme plus tailored solution
Leadership Development Programme
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ILM accredited programme plus tailored solution
Needs Analysis – The Challenge and Desired Outcomes
Using the Investors in Learning Needs Analysis and face to face conversations we were able to quickly identify the development needs of the individuals on the Senior Management team.Desired outcomes
- It became clear that while they had the technical skills for the job there was a pressing need to develop the Leadership qualities and behaviours to get the best from the team and improve team performance.
- In order to help these individuals make the step up from team member to a Leadership role, they needed some tools and techniques for problem-solving and decision-making
- To develop individual Leadership identities, as well as a Team Leadership identity. They had to get to know themselves and believe in their own identities as individuals, as well as develop their Leadership team identity as four senior Leaders. Each with their own departmental responsibilities, yet connecting with each other, they needed to learn how to run the whole department as a strong Leadership team
- To understand all the roles and responsibilities across their department as well as within their respective Leadership roles more clearly, in order to manage their respective teams and also support each other as a Senior team.
- To develop knowledge and understanding of different Leadership and Management styles so that they could understand the most suitable style to use in different situations
Needs Analysis – The Challenge and Desired Outcomes
Using the Investors in Learning Needs Analysis and face to face conversations we were able to quickly identify the development needs of the individuals on the Senior Management team.Desired outcomes
- It became clear that while they had the technical skills for the job there was a pressing need to develop the Leadership qualities and behaviours to get the best from the team and improve team performance.
- In order to help these individuals make the step up from team member to a Leadership role, they needed some tools and techniques for problem-solving and decision-making
- To develop individual Leadership identities, as well as a Team Leadership identity. They had to get to know themselves and believe in their own identities as individuals, as well as develop their Leadership team identity as four senior Leaders. Each with their own departmental responsibilities, yet connecting with each other, they needed to learn how to run the whole department as a strong Leadership team
- To understand all the roles and responsibilities across their department as well as within their respective Leadership roles more clearly, in order to manage their respective teams and also support each other as a Senior team.
- To develop knowledge and understanding of different Leadership and Management styles so that they could understand the most suitable style to use in different situations
Developing a Shared Identity
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The Development of Departmental Values & A Competency Framework
Developing a Shared Identity
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The Development of Departmental Values & A Competency Framework
Needs Analysis – The Challenge and Desired Outcomes
Individuals began to realise that there was a crisis of confidence in the department, and that the perception of the role of the department was not altogether positive or helpful. The issue was that they were perceived as policing projects, rather than supporting and therefore conversations with the core project teams across sites in Europe were not always open, honest and constructive. Data was being hidden, mistakes were repeated rather than openly discussed and explored.So, the department wanted to revitalise and renew their identity and reputation across the business, and across all their sites in Europe. We conducted a thorough Needs Analysis by talking to the whole team as well as a structured interview with all individuals. All individuals had differing perceptions of their role and in turn were not sure how to understand or measure their performance or success. There was no standardised and shared understanding of the success criteria and understanding of performance across the department.
There was a pressing need to create a clear shared identity which everyone believed in. This had to be done with integrity and working with their true beliefs. So, the need to understand themselves as individuals as well as a team was vital in order to be able to represent themselves in a shared manner and across the business into the future.
Needs Analysis – The Challenge and Desired Outcomes
Individuals began to realise that there was a crisis of confidence in the department, and that the perception of the role of the department was not altogether positive or helpful. The issue was that they were perceived as policing projects, rather than supporting and therefore conversations with the core project teams across sites in Europe were not always open, honest and constructive. Data was being hidden, mistakes were repeated rather than openly discussed and explored.So, the department wanted to revitalise and renew their identity and reputation across the business, and across all their sites in Europe. We conducted a thorough Needs Analysis by talking to the whole team as well as a structured interview with all individuals. All individuals had differing perceptions of their role and in turn were not sure how to understand or measure their performance or success. There was no standardised and shared understanding of the success criteria and understanding of performance across the department.
There was a pressing need to create a clear shared identity which everyone believed in. This had to be done with integrity and working with their true beliefs. So, the need to understand themselves as individuals as well as a team was vital in order to be able to represent themselves in a shared manner and across the business into the future.
A Merger & Acquisition of a smaller company into a large global multi-national
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A Bespoke Leadership Team Development Programme during a time of Organisational Change
A Merger & Acquisition of a smaller company into a large global multi-national
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A Bespoke Leadership Team Development Programme during a time of Organisational Change
Needs Analysis – The Challenge and Desired Outcomes
Investors in Learning interviewed the Leadership Team members and key stakeholders across the business to gather the varying perceptions and interpretations of the current state. These interviews followed a standardised approach in order to ensure that all were asked key questions, which explored the current issues as well as potential solutions to the issues. This way we had a good understanding of the various perceptions of the problem.We were able to see that the team was in “fire- fighting” mode -responding to issues and problems rather than having the time to plan ahead, identify risks and have contingency planning in place. This was causing high stress levels, conflict, lack of team working, poor communication within and between teams and creating a culture of blame and short term within the organisation.
The key outcomes from this exploration phase were:
- lack of standardised processes
- lack of joined up thinking
- a lack of effective communications between the different teams
- a lack of clarity of the roles and responsibilities of the various departments
Needs Analysis – The Challenge and Desired Outcomes
Investors in Learning interviewed the Leadership Team members and key stakeholders across the business to gather the varying perceptions and interpretations of the current state. These interviews followed a standardised approach in order to ensure that all were asked key questions, which explored the current issues as well as potential solutions to the issues. This way we had a good understanding of the various perceptions of the problem.We were able to see that the team was in “fire- fighting” mode -responding to issues and problems rather than having the time to plan ahead, identify risks and have contingency planning in place. This was causing high stress levels, conflict, lack of team working, poor communication within and between teams and creating a culture of blame and short term within the organisation.
The key outcomes from this exploration phase were:
- lack of standardised processes
- lack of joined up thinking
- a lack of effective communications between the different teams
- a lack of clarity of the roles and responsibilities of the various departments
Let's Talk
To learn more about how Investors in Learning can help assess your needs and create a plan for action, simply get in touch today
A Team Development Solution with impact across the whole organisation
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“The Programme revolutionised the department and affected all the sites we were working with across Europe”
A Team Development Solution with impact across the whole organisation
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“The Programme revolutionised the department and affected all the sites we were working with across Europe”
Needs Analysis – The Challenge and Desired Outcomes
Our key project sponsor was the Director of Tooling. He wanted to develop his team of Tooling engineers who worked across different plants in both the UK and across various sites in Europe.Although skilled and experienced engineers with high level technical skills, the nature of the role involved working with a range of different departments, suppliers, and personalities. The team comprised of a mix of contractual members as well as permanent employees.
The Tooling Director was keen to raise the profile of the Tooling Team within the business, as well as professionalise his department and standardize the training across the team.
The Needs Analysis was conducted, and feedback sought from those within the team and also from senior leaders of other departments.
This highlighted the following:
- Job Descriptions had not been reviewed leading to uncertainty of some of the job responsibilities.
- While the technical skillset was of a good standard, it became apparent that the team would benefit from some awareness raising of their own personality and behavioural traits
- Stakeholder Management and Communication skills
- It was evident that due to the nature of the role, many working nationally and internationally, and working in isolation and therefore creating a sense of “team” was important.
- Despite their crucial role in the business, they had a low organisational self-image and were often blamed for many project issues. The Director wanted to raise the profile of the team within the organisation.
Needs Analysis – The Challenge and Desired Outcomes
Our key project sponsor was the Director of Tooling. He wanted to develop his team of Tooling engineers who worked across different plants in both the UK and across various sites in Europe.Although skilled and experienced engineers with high level technical skills, the nature of the role involved working with a range of different departments, suppliers, and personalities. The team comprised of a mix of contractual members as well as permanent employees.
The Tooling Director was keen to raise the profile of the Tooling Team within the business, as well as professionalise his department and standardize the training across the team.
The Needs Analysis was conducted, and feedback sought from those within the team and also from senior leaders of other departments.
This highlighted the following:
- Job Descriptions had not been reviewed leading to uncertainty of some of the job responsibilities.
- While the technical skillset was of a good standard, it became apparent that the team would benefit from some awareness raising of their own personality and behavioural traits
- Stakeholder Management and Communication skills
- It was evident that due to the nature of the role, many working nationally and internationally, and working in isolation and therefore creating a sense of “team” was important.
- Despite their crucial role in the business, they had a low organisational self-image and were often blamed for many project issues. The Director wanted to raise the profile of the team within the organisation.
Supporting a Project Management Office (PMO)
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European-wide Learning & Development roll out across all project teams in multiple sites
Supporting a Project Management Office (PMO)
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European-wide Learning & Development roll out across all project teams in multiple sites
Needs Analysis – The Challenge and Desired Outcomes
Investors in Learning were supporting the Project Management Office (PMO) with finding a solution to the issue that project teams throughout Europe were not reliably and consistently entering their data onto the internal digital project reporting system. Without people entering the data onto their in-house system, the PMO did not have the essential data with which to monitor or control, and risk manage their projects.This led to the very big problem that the PMO did not actually have a real time view of what was happening with automotive projects in plants throughout Europe. The data they had was all down to whatever the individual project team members entered onto their inhouse project management software, and that was random and unpredictable. For their Monthly Operating Reviews, they therefore were always aware that they had a lot of gaps in the project data. This of course had knock on effects on the country and Europe wide business reporting. It was a problem that had to be solved urgently and it was getting worse.
We conducted a Needs Analysis and spoke to all the PMO Directors individually to understand the details of how this issue impacted on the projects they were responsible for. We also spoke to project teams and project managers in varying locations across Europe to understand their perceptions and the reasons why people were not using the system.
The issues included the following:
- A key problem was that in parallel with the in-house system, the client data recording systems also needed completing and updating, which led to some data entry duplications onto different systems, which the project teams were getting frustrated by. They usually prioritized the client systems as those were in their view more important to keep up to date to fulfil the client expectations.
- There was clearly a lack of understanding of the wider impact of not completing the updates on the inhouse system.
- There was a lack of shared understanding and clarity across Europe of the role and purpose of the project management in-house system and the value of the data and how it related to business success. It became clear that people were just not aware of the importance of this system for business reporting, understanding metrics, customer project monitoring and control.
- Lack of motivation to enter data onto yet another system.
- A general despondency, lack of cooperation or motivation to take on even more work which they did not consider core to their roles and responsibilities.
- There was a lack of shared understanding and clarity across Europe of the role and purpose of the PMO. There was also a lack of knowledge of project management phases and how the PMO had a core need to see the progress of projects in a structured manner.
- It affected the PMO and was starting to have an accumulative effect, as it made them unable to assess patterns and risks and to avoid issues. Therefore, often mistakes would be repeated, and these would happen undetected and would not be seen until after the event. The costs and time lags were significant.
Needs Analysis – The Challenge and Desired Outcomes
Investors in Learning were supporting the Project Management Office (PMO) with finding a solution to the issue that project teams throughout Europe were not reliably and consistently entering their data onto the internal digital project reporting system. Without people entering the data onto their in-house system, the PMO did not have the essential data with which to monitor or control, and risk manage their projects.This led to the very big problem that the PMO did not actually have a real time view of what was happening with automotive projects in plants throughout Europe. The data they had was all down to whatever the individual project team members entered onto their inhouse project management software, and that was random and unpredictable. For their Monthly Operating Reviews, they therefore were always aware that they had a lot of gaps in the project data. This of course had knock on effects on the country and Europe wide business reporting. It was a problem that had to be solved urgently and it was getting worse.
We conducted a Needs Analysis and spoke to all the PMO Directors individually to understand the details of how this issue impacted on the projects they were responsible for. We also spoke to project teams and project managers in varying locations across Europe to understand their perceptions and the reasons why people were not using the system.
The issues included the following:
- A key problem was that in parallel with the in-house system, the client data recording systems also needed completing and updating, which led to some data entry duplications onto different systems, which the project teams were getting frustrated by. They usually prioritized the client systems as those were in their view more important to keep up to date to fulfil the client expectations.
- There was clearly a lack of understanding of the wider impact of not completing the updates on the inhouse system.
- There was a lack of shared understanding and clarity across Europe of the role and purpose of the project management in-house system and the value of the data and how it related to business success. It became clear that people were just not aware of the importance of this system for business reporting, understanding metrics, customer project monitoring and control.
- Lack of motivation to enter data onto yet another system.
- A general despondency, lack of cooperation or motivation to take on even more work which they did not consider core to their roles and responsibilities.
- There was a lack of shared understanding and clarity across Europe of the role and purpose of the PMO. There was also a lack of knowledge of project management phases and how the PMO had a core need to see the progress of projects in a structured manner.
- It affected the PMO and was starting to have an accumulative effect, as it made them unable to assess patterns and risks and to avoid issues. Therefore, often mistakes would be repeated, and these would happen undetected and would not be seen until after the event. The costs and time lags were significant.
A European-wide tailored accredited programme for the development of Project and Programme Managers
A European-wide tailored accredited programme for the development of Project and Programme Managers
Needs Analysis – The Challenge and Desired Outcomes
Needs Analysis highlighted some key and fundamental areas for development.- To ensure that projects were completed on time and within the agreed budget.
- To create a Project and Programme Manager Team– mindset. Many Programme Managers were working on their own on their individual projects, with little awareness of common issues across the organization, or any supportive framework.
- To develop a Self - supporting learning Team and learning community to help develop peer- mentoring and support and build relationships with people who they can relate to and share common issues with.
- Raising the awareness of communication across teams and within different cultural settings was identified as a strong need, as well as implementing a method for managing a wide range of stakeholders.
- A great need for Self-development and Self-knowledge was apparent as well as Team learning, Team support , leadership development and continued learning and sharing.
- To develop a shared meaning of the Roles and Responsibilities of the role of a Programme Manager across Europe.
Needs Analysis – The Challenge and Desired Outcomes
Needs Analysis highlighted some key and fundamental areas for development.- To ensure that projects were completed on time and within the agreed budget.
- To create a Project and Programme Manager Team– mindset. Many Programme Managers were working on their own on their individual projects, with little awareness of common issues across the organization, or any supportive framework.
- To develop a Self - supporting learning Team and learning community to help develop peer- mentoring and support and build relationships with people who they can relate to and share common issues with.
- Raising the awareness of communication across teams and within different cultural settings was identified as a strong need, as well as implementing a method for managing a wide range of stakeholders.
- A great need for Self-development and Self-knowledge was apparent as well as Team learning, Team support , leadership development and continued learning and sharing.
- To develop a shared meaning of the Roles and Responsibilities of the role of a Programme Manager across Europe.
Research Case Study : Children’s Services Social Care Research & Findings and Recommended Solutions
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The urgent need for a Continuous Learning Culture in the Social Care Sector
Research Case Study : Children’s Services Social Care Research & Findings and Recommended Solutions
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The urgent need for a Continuous Learning Culture in the Social Care Sector
Exploring the views from Leaders and front line workers first hand
The urgent need and absolute priority for embedding Lessons Learned Processes and building an authentically Resilient Continuous Learning Culture in our Children’s Services and Social Care SectorInvestors in Learning wanted to explore the reasons why there are so many services that are not performing well and failing children and families in the area of Children’s Services Social Care.
We felt we needed to explore more deeply the issues as well as the root causes of issues in these vital services, which protect the very fabric of our society. In services which have at their core the care of vulnerable people, the factors need to be explored specifically in order to challenge our assumptions and learn first-hand from people working in this sector.
In order to prepare for the interviews and ensure we had all the necessary data, we researched the OFSTED inspection reports from the authorities across the UK. We gathered all the reports as well as the Improvement plans from authorities and then arranged them in categories of: Outstanding , Satisfactory, Needs Improvement and Inadequate. We looked for patterns and also the issues arising and then we arranged some interviews.
Exploring the views from Leaders and front line workers first hand
The urgent need and absolute priority for embedding Lessons Learned Processes and building an authentically Resilient Continuous Learning Culture in our Children’s Services and Social Care SectorInvestors in Learning wanted to explore the reasons why there are so many services that are not performing well and failing children and families in the area of Children’s Services Social Care.
We felt we needed to explore more deeply the issues as well as the root causes of issues in these vital services, which protect the very fabric of our society. In services which have at their core the care of vulnerable people, the factors need to be explored specifically in order to challenge our assumptions and learn first-hand from people working in this sector.
In order to prepare for the interviews and ensure we had all the necessary data, we researched the OFSTED inspection reports from the authorities across the UK. We gathered all the reports as well as the Improvement plans from authorities and then arranged them in categories of: Outstanding , Satisfactory, Needs Improvement and Inadequate. We looked for patterns and also the issues arising and then we arranged some interviews.
Leadership Development of a new Team
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Development of Purpose, Vision, Values and tangible outcomes
Leadership Development of a new Team
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Development of Purpose, Vision, Values and tangible outcomes
Needs Analysis – The Challenge and Desired Outcomes
We conducted a Needs Analysis in order to assess the needs of the team and what they wished to achieve.The team was newly formed and various departments had merged together. The team members were all leaders of their own teams throughout the business.
The Needs Analysis identified the following desired outcomes and priorities:
- A need to focus on and create a team identity.
- To explore the current challenges so that all have that transparency and clarity and can tackle these openly.
- To increase individual and team understand of where the team is currently in their development
- To create a clear shared purpose and vision
- To develop a shared values for the team
- To build on their current state in the most effective way in order to be able to achieve their purpose.
- To develop some team building so that the team could grow and get to know each other
- To identify the varying strengths of the team in order to ensure they could work together building on each other’s strengths to achieve their purpose and vision.
- To support the team to recognise varying traits and diversity as an asset that will strengthen the team into the long term.
- Self-development so that individuals can better understand their role in the team context.
- To create a team development plan and strategy with tangible outcomes
Needs Analysis – The Challenge and Desired Outcomes
We conducted a Needs Analysis in order to assess the needs of the team and what they wished to achieve.The team was newly formed and various departments had merged together. The team members were all leaders of their own teams throughout the business.
The Needs Analysis identified the following desired outcomes and priorities:
- A need to focus on and create a team identity.
- To explore the current challenges so that all have that transparency and clarity and can tackle these openly.
- To increase individual and team understand of where the team is currently in their development
- To create a clear shared purpose and vision
- To develop a shared values for the team
- To build on their current state in the most effective way in order to be able to achieve their purpose.
- To develop some team building so that the team could grow and get to know each other
- To identify the varying strengths of the team in order to ensure they could work together building on each other’s strengths to achieve their purpose and vision.
- To support the team to recognise varying traits and diversity as an asset that will strengthen the team into the long term.
- Self-development so that individuals can better understand their role in the team context.
- To create a team development plan and strategy with tangible outcomes