Sector: Consumer & Personal Products
Client size: 70 employees
1. Context
A growing personal products organisation needed its innovation team to operate at a faster, more cohesive, and more adaptive pace. Despite strong technical capability, behavioural patterns were slowing progress.
2. The Behavioural Problem
The team struggled with:
– inconsistent collaboration behaviours
– unclear behavioural expectations for agile delivery
– hesitation to challenge or contribute
– uneven accountability across roles
3. The Intervention
We used:
– CLS360 to assess leadership behaviours impacting agility
– CTS to map team dynamics, pressure behaviours, and collaboration patterns
These diagnostics revealed the exact behaviours constraining innovation. We then facilitated a behavioural reset, establishing new norms for pace, clarity, and contribution.
4. The Behavioural Shift
– Faster and clearer decision‑making
– Stronger contribution and challenge
– More predictable collaboration rhythms
– Higher team confidence and energy
5. Organisational Outcomes
– A significantly accelerated innovation cycle
– A cohesive, behaviourally aligned agile team
– Better cross‑functional collaboration
– Strong behavioural foundations for sustained agility
If this feels familiar, let’s talk.
