The client:
A leading global car manufacturer
The situation: We have partnered with this client for over 12 years, working on projects across a variety of departments including manufacturing, after sales, distribution, retail and IT.
Across this time, the organisation has undertaken a number of major change initiatives as it has continued to evolve its products, services and internal operations.
The projects: The projects we supported involved significant organisational change - including improving profitability, strengthening customer focus, developing stronger internal partnerships, introducing new products and services, increasing process efficiency and supporting cultural change.
During this time the client has completed Increasing Organisation Effectiveness (IOE) and Value By Design (VBD) workshops with Opsis, helping teams develop a shared approach to leadership, decision making and continuous improvement.
The results: The work has delivered measurable impact across several parts of the organisation.
For example, following one of our projects with the distribution organisation, the business has been able to achieve cost savings of more than €10 million per year since 2017.
Our reflection: Sustainable organisational change rarely comes from a single workshop. Instead, it comes from a commitment to developing leaders, building a shared language and continuously improving how the organisation works.
Their feedback:
"I would strongly recommend Opsis. The training is very practical and tangible. Opsis have come in, understood my organisation, understood my needs, and then adapted their programme to deliver what I needed them to deliver"
"It makes it really easy for people to understand what good looks like for achieving our vision, and what the implication of this mission and strategy are for each person in the organisation. We've been able to mobilise the whole organisation to start delivering our strategy"
The client:
An engineering and manufacturing company with 12 depots and 400 employees across the UK
The situation: The client had an entrepreneurial founder who wanted to make the business sustainable in the long term, and ultimately achieve succession from people within the organisation.
He recognised that to do this he needed to develop his people in a more professional way, with a stronger focus on leadership and a change in behaviour to support the increasingly sophisticated services the business wanted to offer.
The project: To support this transition, the company engaged Opsis. We delivered Increasing Organisation Effectiveness (IOE) to help develop leadership capability across the organisation. The programme focused on equipping managers with practical tools and frameworks to improve leadership behaviour, strengthen decision making, and enable them to take greater ownership of the direction of the business.
The results: Following the completion of IOE, the organisation experienced a significant shift in culture.
Managers became more confident in driving the direction of the business, and the founder was able to step back from day-to-day leadership while maintaining confidence in the organisation’s long-term future.
Our reflection: In our experience, entrepreneurial businesses often reach a point where continued growth requires a shift from founder-led decision making to distributed leadership.
This transition rarely happens through structure alone. It requires leaders across the organisation to develop the confidence, tools and behaviours needed to take ownership of the future of the business.
When this happens successfully, founders are able to step back knowing the organisation can sustain and grow beyond them.
Their feedback:
"What sealed the deal for us was Opsis's willingness to put in the hard yards at the beginning to understand our wishes for the business going forward. They really got into the bones of the business to understand the key issues we were facing"
"It allows us to make this business sustainable into the very, very long term, and to use excellence as a commercial lever to protect the business and allow the business to continue to grow"
The client:
A leading primary healthcare development company
The situation: The client is a partnership between government and private companies responsible for building and improving health and social care centres across England.
After successfully delivering their first three health centres, they were commissioned to build a further 11. The client had a clear challenge they wanted to address: their end to end delivery supply chain was vast, including the client team, architects, construction partners, NHS employees and more. Each brought their own processes, priorities and ways of working. Aligning these groups so they could operate as one coordinated system was becoming increasingly important.
The project: We delivered Value By Design (VBD) to members across the supply china. Through this work, we introduced a common language and practical set of tools designed to:
- Improve synergy across the supply chain
- Streamline the design and build process
- Strengthen collaboration
The results: As the teams began working with a shared approach, a real sense of unity, achievement and belonging developed across the supply chain.
This shift delivered measurable outcomes:
£1 million reduction in construction costs per health centre
7% reduction in total floor area through better room management, saving the health trust approximately £90,000 every year in rent
Industry recognition, with the construction partner receiving a Best Supply Chain Partner award for their work in the programme
Our reflection: In our experience, large programmes rarely struggle because people lack capability. More often, they struggle because different parts of the system are working with different assumptions, languages and tools.
When organisations develop a shared way of thinking about value and collaboration, teams that once operated as separate groups can begin to perform as one aligned system.