Case Study 1: Developing Leadership Competencies Across Regions for Enhanced Talent Management

Client: F&B (Food and Beverage Sector)

Related Services: Talent Management, Development and Coaching

Background
The F&B client aimed to strengthen leadership competencies across regions, covering Malaysia, Singapore, Vietnam, Indonesia, and the Philippines. The initiative sought to build a unified leadership team capable of driving performance, managing change, and fostering cross-regional collaboration.

Challenge
The client faced challenges with:

• Geographic and Cultural Diversity: Varied backgrounds and practices across regions led to different leadership styles.
• Communication Barriers: Language differences and virtual attendance posed potential engagement and knowledge transfer issues.
• Engagement and Retention: A hybrid learning format required high engagement to ensure effective knowledge retention and impact.

Objective
To implement a hybrid leadership development program that:

• Builds core competencies such as goal-setting, change management, collaboration, and strategic influence.
• Strengthens a connected, cross-regional leadership team aligned with company goals.
• Maximizes engagement and provides inclusive learning experiences for both in-person and virtual participants.

Solution

1. Talent Management – Competency-Based Workshops: A seven-part series was created, focusing on key areas like Achievement Acceleration, Collaboration, and Strategic Navigation, designed to align with the client’s competency model and build skills essential for company growth.
2. Development and Coaching – Hybrid Delivery Model:

• In-Person and Virtual Participation: Leaders in Malaysia attended in person, while others joined virtually, with a trained internal facilitator to support virtual participants.
• Pre-Workshop Orientation: Virtual orientation sessions introduced facilitators, outlined goals, and ensured familiarity with the hybrid format.

1. Interactive Learning and Engagement Tools:

• Mixed-Group Exercises and Rotations: Virtual and in-person participants collaborated in rotating groups, promoting cross-regional interaction.
• Role-Playing and Case Studies: Practical exercises like role-playing and scenario analysis reinforced leadership skills.

1. Supportive Environment for Immediate Application: Action Learning Projects allowed participants to apply concepts in real-time, with immediate feedback.
2. Post-Workshop Continuous Learning:

• E-Learning Modules: Provided on-demand resources for participants to reinforce concepts.
• Follow-Up Check-Ins: Virtual sessions after every few workshops sustained engagement and reinforced learning.

Results

• Cross-Regional Cohesion: Enhanced relationships and collaboration among leaders from different regions.
• Increased Engagement: Interactive, hybrid activities maintained high engagement levels, with 85% of participants reporting better preparedness for cross-cultural leadership.
• Skill Development and Retention: Leaders applied newly developed skills to their roles, contributing to a more cohesive, high-performing team.

Conclusion
The structured, competency-based approach empowered F&B leaders to build essential skills and fostered a cohesive, high-performing team across multiple regions, aligning diverse teams with the organization’s objectives.

Case Study 2: Implementing an OKR System in a Fast-Moving Organization

Client: Technology Company

Related Services: Integrated Systems, Development and Coaching

Background
A rapidly evolving technology company faced challenges managing employee performance due to frequent shifts in targets and leadership. Employees struggled to align their individual objectives with organizational goals, making performance discussions ineffective.

Challenge
The organization experienced issues with:

• Frequent changes in targets and KPIs.
• Aligning individual goals with organizational objectives.
• Engaging employees in effective performance conversations.

Objective
To implement the OKR (Objectives and Key Results) framework to:

• Set clear, aligned objectives across the organization.
• Enable effective tracking of performance.
• Engage employees in productive performance conversations.

Solution

1. Integrated Systems – Assessment and Research: Workshops and interviews were conducted to understand performance alignment challenges, followed by OKR framework research.
2. Development and Coaching – Designing the OKR Framework: A customized OKR framework was developed, with guidelines for objective-setting and key result tracking.
3. Development and Coaching – Training and Development: Training sessions familiarized employees and leaders with OKR methodology, covering goal-setting and performance conversation techniques.
4. Integrated Systems – Implementation Process: A phased roll-out included quarterly goal-setting workshops, monthly check-ins, and structured mid-year performance conversations.
5. Integrated Systems – Feedback and Iteration: Ongoing feedback was gathered to refine the OKR framework.

Results

• Clarity and Alignment: 80% of employees reported improved clarity regarding their objectives.
• Increased Engagement: Performance conversations became more constructive, resulting in a 30% increase in engagement.
• Enhanced Accountability: Regular progress tracking fostered a culture of responsibility.

Conclusion
The OKR system empowered employees to set clear objectives and engage in meaningful performance discussions, aligning individual goals with organizational objectives.

Case Study 3: Enhancing Collaboration Between Customer Experience and Technology Partners

Client: Multinational Consumer Services Company

Related Services: Organizational Vision, Mission, and Purpose; Development and Coaching; Integrated Systems

Background
A multinational consumer services company’s Customer Experience (CX) function faced collaboration challenges with internal technology partners. Siloed operations and disputes over system ownership hindered project progress, especially in AI-assisted in-app experiences.

Challenge
Key obstacles included:

• Independent teams lacking shared understanding.
• Communication breakdowns causing delays.
• System ownership disputes creating friction.

Objective
To foster a collaborative environment between CX and technology teams by:

• Establishing a shared vision and mission.
• Enhancing communication and accountability.
• Aligning goals through shared initiatives.

Solution

1. Vision and Mission Workshop: Facilitated workshops to co-create a shared vision and mission, aligning CX and technology teams.
2. Documentation and Communication: Developed a document clarifying roles, responsibilities, and communication guidelines.
3. Transformational Rebranding Exercise: A rebranding exercise created a unified identity focused on collaboration.
4. Setting Common OKRs: Established shared OKRs to align teams on key goals and maintain accountability.
5. Ongoing Support and Feedback Mechanisms: Regular check-ins ensured the collaboration framework’s effectiveness.

Results

• Improved Collaboration: 85% of team members reported better collaboration.
• Increased Accountability: Shared OKRs fostered a sense of ownership, with 75% feeling more accountable.
• Enhanced Communication: Reduced misunderstandings decreased project delays by 40%.

Conclusion
The collaborative framework strengthened team relationships and project outcomes, demonstrating the impact of alignment and communication on cross-functional collaboration.

Case Study 4: Redesigning New Hire Onboarding for Enhanced Engagement and Retention

Client: Telecommunications Company

Related Services: Talent Management, Development and Coaching

Background
A major telecommunications company’s onboarding program had low engagement, with fewer than 50% of new hires participating. The content lacked relevance, and the program’s structure did not fit with new hires’ schedules.

Challenge
The company’s challenges included:

• Irrelevant content that didn’t address specific roles.
• Outdated delivery style.
• Limited connection between roles and organizational goals.

Objective
To redesign the onboarding program for relevance, engagement, and alignment with company goals.

Solution

1. Customized Content: Created tailored modules to demonstrate how each role contributed to company goals.
2. Interactive Learning: Introduced role-based games and simulations for engaging learning.
3. Leadership Insights: Senior leaders shared company mission, vision, and values, linking roles to organizational objectives.
4. Modular Program Structure: Shortened sessions allowed new hires to learn at their own pace.
5. Ongoing Mentorship and Support: A mentorship program paired new hires with experienced employees.

Results

• 90% Attendance: The redesigned program achieved and maintained high engagement.
• Positive Feedback: Managers and new hires reported stronger role connection and alignment with company goals.
• Enhanced Productivity: New hires were more prepared, leading to faster productivity.

Conclusion
The restructured onboarding program enhanced engagement and prepared new hires for success, demonstrating the importance of role-specific onboarding.

Case Study 5: Reconnecting Leaders to Mission and Values in the Largest Country Unit of a Fast-Growing Start-Up

Client: Fast-Growing Start-Up

Related Services: Organizational Vision, Mission, and Purpose; Development and Coaching

Background
The largest country unit in a fast-growing start-up faced a disconnect between its leaders’ work and the company’s mission. This misalignment risked diluting the organization’s purpose-driven culture.

Challenge
Challenges included:

• Lack of alignment between daily work and the mission.
• Risk of purpose dilution in the largest country unit.
• Weakening relationships with partners.

Objective
To reconnect leaders with the mission and values, reinforcing a purpose-driven culture.

Solution

1. Organizational Vision, Mission, and Purpose – Kick-Off Session by Country Leader: The country leader launched the program, emphasizing the “why” behind the mission alignment initiative.
2. Development and Coaching – Purpose Workshop with LEGO® Serious Play®: Leaders engaged in a purpose workshop using interactive methodologies, such as LEGO Serious Play, to explore personal purpose and its alignment with the company’s mission.
3. Development and Coaching – Circles for Partner Story Sharing: Leaders participated in circle conversations where partners shared stories about the organization’s impact on their lives, reinforcing mission alignment.
4. Organizational Vision, Mission, and Purpose – Partner Visits: Leaders visited local partners to gain firsthand insights into the challenges they faced, building empathy and reinforcing mission-driven work.
5. Development and Coaching – CSR Initiative Development: Leaders collaboratively designed a CSR initiative to serve partners directly, experiencing the company’s values in action.
6. Integrated Systems – Gamified App for Continuous Engagement: A gamified app maintained ongoing engagement, offering tasks and progress tracking to reinforce program principles.

Results

• Enhanced Mission Connection: Leaders felt renewed commitment to the mission.
• Improved Leadership Engagement: Greater alignment positively impacted team dynamics.
• Stronger Partner Relationships: Increased empathy improved relationships and mission-aligned strategies.

Conclusion
This alignment-focused program strengthened the purpose-driven culture within the largest country unit, empowering leaders to make meaningful contributions to the mission.

Case Study 6: Redesigning a Rewards and Recognition Framework for Agent Motivation

Client: Sales & Service Function for a Fast-Growing Start-Up

Related Services: Organisational Vision, Mission, and Purpose; Compensation & Benefits

Background

An organisation transitioned to a uniform bonus payout model tied solely to company performance, removing individual rating scales. The intent was to align all employees with corporate objectives. However, this approach presented challenges for functions such as sales and services, where the agent population required a more concrete and motivating compensation model. The lack of role-specific alignment in the new system risked disengagement, as agents’ OKRs were not directly tied to corporate-level objectives.

Challenge

The new compensation model revealed several key issues:

• Limited Motivation: Agents lacked incentives aligned with their specific contributions and performance, reducing engagement.
• Retention Risk: High-performing agents were at risk of leaving due to the lack of recognition for their efforts.
• Misaligned Objectives: The absence of tailored targets left agents disconnected from meaningful performance goals.
• Lack of Transparency: Uncertainty about how contributions were evaluated led to dissatisfaction and mistrust in the compensation model.

Objective

To design a transparent, fair, and performance-driven rewards and recognition framework that:

• Engages, inspires, and motivates agents to exceed expectations.
• Aligns agent-level OKRs with specific business and operational objectives.
• Recognises high-performing agents in a meaningful way, fostering long-term retention and loyalty.

Solution

A comprehensive rewards and recognition framework was developed and implemented, addressing the unique needs of the agent population:

1. Tailored Metrics for Evaluation

• Collaborated with the business to establish agent-specific OKRs that aligned with broader operational and customer service goals.
• Identified key performance metrics, including customer satisfaction (CSAT), customer dissatisfaction (DSAT), productivity, and quality. Each metric was assigned a weighted score to reflect its importance in the agent’s role.

1. Role-Based Differentiation

• Developed criteria tailored to the varying responsibilities of agents, including distinctions for those handling critical calls versus digital tickets, and agents in training versus those fully operational.

1. Quarterly Performance-Based Targets

• Introduced a quarterly review system to evaluate agents’ performance against OKRs. High-performing agents with strong scores across metrics became eligible for higher ratings and rewards.
• Ensured performance evaluations were tied directly to measurable outcomes, creating clear incentives for agents to exceed expectations.

1. Engagement and Communication

• Conducted open communication sessions to explain the new framework, ensuring agents understood how performance was evaluated and how rewards were calculated.
• Worked closely with regional operations teams to train managers on measuring and applying the new metrics fairly and consistently.

1. Transparent Rewards Process

• Designed a fair and transparent rewards model to recognise top performers, balancing recognition with clear criteria for eligibility.
• Created a structured feedback loop to address agent concerns and continuously improve the system.

Results

• Increased Motivation: The tailored rewards framework led to a 30% improvement in engagement scores, with agents reporting greater clarity and motivation to achieve their goals.
• Enhanced Performance: Performance metrics such as CSAT and productivity saw significant improvements, with high-performing agents consistently exceeding set targets.
• Reduced Attrition: The new model contributed to a notable decrease in attrition rates among top-performing agents, improving retention in critical roles.
• Improved Trust and Transparency: Open communication and role-based criteria fostered trust in the system, with agents feeling valued and recognised for their contributions.

Conclusion

By collaborating with business and operational teams, the organisation successfully implemented a rewards and recognition framework that motivated agents, aligned their goals with operational objectives, and improved overall performance. This case study highlights the importance of designing tailored compensation models that balance organisational alignment with individual motivation, ensuring long-term success for both employees and the business.

Case Study 7: Developing Leadership Bench Strength and Fostering Collaboration for an Oil & Gas Company

Background

An oil and gas company faced significant challenges in leadership development and team dynamics. Functional silos hindered collaboration and transparency, while limited leadership bench strength and gaps in people management skills affected overall team cohesiveness. To address these issues, the company sought to enhance its leadership capabilities, cultivate a collaborative culture, and equip its leaders with the skills needed to thrive in a complex, fast-paced environment.

Challenge

The organisation identified several key challenges:

• Silo Mentality: Limited communication and collaboration across functions created inefficiencies and hindered progress on shared goals.
• Lack of Leadership Development: Insufficient bench strength meant junior and mid-level leaders were not adequately prepared to take on greater responsibilities.
• Team Cohesiveness: A lack of cohesion among teams affected overall morale and productivity.
• People Management Gaps: Leaders needed to enhance their skills in managing and motivating their teams effectively.

Objective

To design and implement a leadership development programme that:

• Builds leadership bench strength across levels.
• Reduces silo mentality by fostering collaboration and transparency.
• Enhances team cohesiveness and morale.
• Develops critical leadership skills, including resilience, growth mindset, people management capabilities, and stakeholder engagement.
• Equips junior leaders with practical skills for navigating workplace challenges.

Solution

Chrysalis Quest designed a comprehensive hybrid leadership development programme tailored to the needs of the organisation. The solution incorporated both group workshops and personalised coaching to address leadership and collaboration challenges effectively across both junior and mid-level leaders.

1. Leadership Development Programme: Leading Self and Leading Others

• A hybrid programme for mid-level and senior leaders was introduced, focusing on:
  • Resilience: Building the mental and emotional capacity to navigate challenges.
  • Growth Mindset: Encouraging adaptability and a continuous learning approach.
  • Leadership Styles: Helping leaders understand and apply situational leadership techniques to improve team engagement and effectiveness.
  • Cross-Functional Collaboration: Conducted team exercises to break down silos, improve transparency, and foster alignment across functions. Leaders participated in shared problem-solving sessions designed to cultivate trust and cooperation.
  • People Management Skills: Leaders developed capabilities in effective delegation, performance feedback, and employee engagement strategies, ensuring they could manage and motivate diverse teams effectively.
• The programme included in-person workshops, virtual sessions, and actionable exercises to ensure sustained engagement and learning outcomes.

1. Workplace Coaching for Junior Leaders

• A personalised coaching programme for junior leaders was developed, focusing on their unique challenges over a 3–4 month period. The coaching covered:
  • Time Management: Equipping junior leaders with tools to prioritise effectively and manage competing demands.
  • Handling Difficult Conversations: Building confidence and skill in addressing sensitive workplace issues.
  • Stakeholder Management: Teaching strategies to navigate and strengthen relationships with key stakeholders.
  • Cross-Functional Collaboration: Junior leaders learned techniques to work across teams, improving communication and aligning their contributions with organisational goals.
  • People Management: Focused on managing team dynamics, understanding individual needs, and fostering a collaborative and engaged work environment.
• Coaches worked closely with participants to create tailored action plans that aligned with both personal development goals and organisational priorities.

Results

• Enhanced Leadership Bench Strength: Leaders across levels reported increased confidence and capability to manage their roles effectively.
• Improved Collaboration: Cross-functional workshops and coaching improved communication and collaboration between functions, creating a more cohesive work environment.
• Greater Team Cohesion: Leaders demonstrated increased ability to foster collaborative, high-performing teams, leading to improved morale and productivity.
• Strengthened People Management Skills: Leaders at all levels showcased enhanced abilities in managing performance, engaging employees, and resolving conflicts effectively.
• Positive Participant Feedback: The hybrid approach and emphasis on real-world application resonated with participants, achieving a Net Promoter Score (NPS) of 90%, reflecting strong satisfaction and advocacy for the programme.

Conclusion

Chrysalis Quest’s hybrid leadership development programme enabled the oil and gas company to build a robust leadership pipeline while addressing critical challenges such as silo mentality and gaps in people management. By integrating cross-functional collaboration and people management into both group workshops and coaching, the programme strengthened leadership capabilities at all levels, fostered greater transparency, and improved team cohesion. This approach ensured the organisation’s leaders were well-equipped to drive performance and innovation in an evolving and competitive industry.