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Thank you very much for all of your help. It is difficult to express thanks to you in any way that remotely reflects the amazing results I have seen from your work. Only in part does the dollar measure of the results demonstrate the value your organisation has bought to ours.

Luke Halliday

CEO

Mercury Technology Solutions

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Sales grew by 114% and the business became the 5th fastest growing company within the Australian IT industry within 1 year.

 

Service delivery productivity increased by more than 26% within 3 months.

 

World Class Employee Engagement and Best Practice Net Promoter Score.

Conductor Software

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CityBeach used Conductor to discover 35% of staff had low feelings of psychological safety and this correlated strongly with inconsistent leadership and lower conversion ratios.

 

Conductor identified the potential to increase revenue by $22M. Conductor also provided actionable insights that City Beach used to increase conversion ratio by 14.3% (realising $21.3M revenue uplift) within 120 days.

Conductor Software

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An Australian  non-profit community organisation had implemented a range of approaches to collect staff feedback and management was unhappy with the results because:

  • complex surveys took a long time to complete leading to low staff participation;

  • the surveys failed to capture key issues; and

  • the reports provided no actionable recommendations.

 

They conducted a PS25™ audit, 21.3% of staff had very low feelings of psychological safety.  Insights from the survey  were immediately implemented and have generated improved team dynamics community program outcomes.

Conductor Software

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An Australia Utility undergoing significant market and industry transformation experienced low morale, engagement and performance.  

 

A Conductor PS25 audit found 89% of team members had low feelings of psychological safety and the root cause was leadership clashes which became contagious - impacting wider team wellbeing and performance.  Practical insights from the survey were acted upon yielding a rapid improvement in psychological safety and team performance.

FutureView

Virtual World Rehearsal

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Arcelor Mittal Dofasco Canada, faced a complex steel manufacturing process, declining revenues and margin, had just halved its workforce, had low morale and no differentiator in the market.  After simulation rehearsal Dofasco turned around to show rapid growth, increasing profits, win a Top 100 Employer rating, and an industry performance benchmark.  Dofasco was bought by France’s Arcelor Steel a price multiple of 22 times the value of Stelco, Dofasco’s almost identical sized competitor, located literally just across the road.

FutureView

Virtual World Rehearsal

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Invitrogen had an $800,000 per day backorders problem.  Customers could not wait for backorders and were going elsewhere to get supply on time. The company grew by acquiring much smaller companies.  The net effect was they had about 25 small independent ‘non-production’ companies on one shop floor and scaling crisis.  Further Staff had claimed a long list of excuses and reasons for missing targets. After the simulation rehearsal, reduced the backorders to $25,000 (97.5% reduction).

FutureView

Virtual World Rehearsal

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IBM in China had a distributed project team that had not been able to perform at IBM project management standards for three years.  After the rehearsal in our virtual world the team had improved so much that when they did the real implementation they found a number of new and clever ways to reduce costs for both IBM and the client.  IBM said the team became the best in China and had advanced the equivalent of 10 years real world experience project management within two days of rehearsals.

FutureView

Virtual World Rehearsal

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Texas Commission on Environmental Quality was stalled on a project to rehabilitate Corpus Christi Bay.  The waterway krill, fish stocks and birdlife populations were shrinking in response to the pollutants from local industry. There were 19 polluters and 200 people involved.  No one agreed on anything - they had competing agendas. The simulation united the stakeholders, literally overnight.  They developed a mission, action plan, dispute resolution process. The exercise has been used as a model in many other similar conflicting interest contexts around the world.

B2C Sales and Service Centre

Performance Break-thru

Project Results

Sales conversion from booking enquiry increased by 27% within 3 months. Call duration dropped by 7%. Customer satisfaction increased to more than 98%. The business unit achieved the highest employee engagement level in the enterprise.

B2C Retail, Door2Door & Contact Centre Leadership and Fundraising

Performance Break-thru

Project Results

Revenue increases across sales channels exceeded 100% within 4 months. Within 18 months, increases ranged between 342% and 1,545%. Leadership Performer Index improved from below average to World Class. Employee engagement improved from average to World's Best Practice.

B2B Sales

Performance Break-thru

Project Results

A sales increase by 40%. Sales forecasting accuracy improved from below 40% to above 75%. Real estate agents started to think of and treat their realestate.com.au account managers as trusted business advisors.

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B2C Retail Leadership and Sales

 Performance Break-thru

Project Results

While rapidly expanding a new sales force, sales activity doubled (i.e. number of face to face prospect meetings per sales representative per day), and conversion ratio of the sales force tripled. The business unit exceeded a substantial growth target and the performance improvements locked in for the long term.

Mining  Operational Productivity

Performance Break-thru

Project Results

A 19.5% increase in productivity of excavator operators and support crew within 1 month. Highest productivity within the group on the most technically difficult seam to dig. Production variation reduced substantially. Crew engagement also increased.

B2B Sales and Service

 Performance Break-thru

Project Results

Sales grew by 114% and the business became the 5th fastest growing company within the Australian IT industry within 1 year. Service delivery productivity increased by more than 26% within 3 months. World Class Employee Engagement and Best Practice Net Promoter Score.

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B2B Sales

 Performance Break-thru

Project Results

 

Sales improved from 15% behind plan to 60% infront within 3 months. Higher activity levels, higher conversion ratio and less discounting.

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Operations Leadership

Productivity Break-thru

Project Results

A drive for results, transparency and accountability for performance and customer centricity translated to increasing productivity by more than 12%, reducing overtime by more than 65%, and the historic flow of written customer complaints dropping to zero to be replaced by weekly letters and e-mails of commendation.

B2C Contact Centre Service Performance Break-thru

Project Results

Productivity increased by 27% and staff turnover dropped by 29% within 2 months. Reduced call duration and after call handle time. Improved staff morale, motivation and engagement. Improved customer satisfaction on difficult (term life) claims calls.

B2C Retail Leadership

Performance Break-thru

Project Results

Leadership was able to kick-start a change project that had been resisted for 7 years. Major progress was made in the first 6 months and continued thereafter. Leader productivity increased by more than 20%. Managers reported a 50% reduction in meetings, duration and frequency, concurrent with accomplishing outcomes and advances.

B2C Retail Sales and Service

 Performance Break-thru

Project Results

 

Sales conversion ratios tripled in the worst performing location and doubled in the best location within 6 months. Discounting dropped in frequency and size by 44%. And margins increased accordingly. Staff motivation and engagement skyrocketed and turnover dropped.

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B2B Leadership and Sales

Performance Break-thru

Project Results

Sales staff spent 36% more time selling, increased conversion ratio by more than 50%, and decreased discounting by 42%. The sales team was reduced through natural attrition and the business unit moved from behind a huge growth target to ahead of target while delivering a higher return on sales expense.