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Everything we do is focused on the ‘sweet-spot’ where strategy, leadership and people align to best effect. Click each tab to view and read the case studies in each section.

People

Reorganising across Europe

The Challenge: One of our global clients had decided to reorganise the way it does business in Europe so as to enable Speed, Scale, and Simplicity across its 38 markets. The challenge was to complete a fundamental structural shift – consolidating 10 Business Units to 4 and re-wiring many of the organisation’s functional teams across the entire Europe Group. This transformation was to be achieved with minimum disruption to the business in an aggressive six month time-scale.

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Organisational design of a 56 country business unit

The challenge: One of the best known brand marketing companies in the world saw opportunities to optimise its investment in people and meet aggressive growth objectives by adjusting its organisational structure to better align it to its new strategy.

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Business transformation project management

The challenge: The Finance, Strategy & Technical functions of a global fast moving consumer goods firm were challenged to move seamlessly to a new organisation structure and operating model to significantly increase the business unit’s contribution to profitable growth.

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Energising the Organisation

The Challenge: Our global client had just completed 8 months of restructuring and there was a keen need to re-energise the organization in its entirety. The first step was a meeting of leaders from all 38 countries in the Europe Group. This was to be the ‘Invent the Future’ Europe Leadership Forum – for 200+ leaders in Barcelona in November 2010. For it to succeed, this meeting needed to strike the right balance between acknowledging the past and focusing on the future, between tough business content and team-building fun.

Our objective was to support our client in designing, planning and executing this complex, politically-charged and large-scale event within an 8 week timeframe.

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PACE Values Launch

A Europe-wide FMCG Company had recently set a new and ambitious long-term growth strategy. To ensure that the ambition was met would require a new way of working and a renewed sense of ownership amongst employees. This was encapsulated in a refreshed set of corporate values. To kick-start the adoption of these values the company wished to hold a two-day conference for management from 9 countries. The meeting would cover short and long term financial objectives and introduce the new values. The challenge was swiftly to build sufficient understanding and buy-in to the key messages that participants could then cascade them effectively to their own teams in their home markets.

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Building to Last in Luxor

The Challenge – was to design and facilitate a first-of-its-kind meeting for 180 leaders representing the 28 countries of The North West Africa Business Unit (NWABU) of a global client. The meeting had to meet 5 clear objectives...

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Aligning Coca-Cola's Vancouver 2010 Olympic Project Team

Through our series of 1-to-1 pre-work interviews, the team identified ahead of time barriers to success, issues and opportunities and gave confidential feedback for other members of the team. To prime discussion and focus thinking, we also provided best practice pre-reading on some of the challenges they might face together.

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Team mobilisation

Our objective was to energise all employees engaged in Project Pioneer and mobilise them to effectively support each other as the project began to build, test and implement the designed solution.

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Addressing project fatigue

As the project timescales continued to be very tight, we needed an approach that would be highly time-efficient.

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Communications Management

Square Peg Support: In managing the central communications stream of Project Pioneer we took an agile, phased and flexible approach.

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Birds Eye Cross Cultural Team Engagement

We addressed head-on the challenges and opportunities presented by a 100-strong team of some 13 different nationalities (including large groups of British and Indian team members). Using a 'packing the cultural laptop bag' exercise we catalysed open and constructive discussions of the different cultural 'default settings' at work within Pioneer. Raising awareness and acceptance of differences laid the groundwork for handling issues when they arose during the life of the project.

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