CASE STUDY - organizations

How we successfully redefined a company

After enjoying years of huge economic success and a strong public reputation, a mid-sized ecological clothing brand found itself in a mess. With growth declining and market share breaking down, the company's initiatives aimed at making the supply chain more sustainable and environmentally friendly were failing to deliver results.

This situation could not be solved by hiring a new ad agency or brand manager. The company required a deeper understanding of the fundamental dynamics underpinning its problems, so that failing elements of its business model could be properly addressed.

Pausing to look inwards

By turning to studio.gf, the company embraced the principles that guide our work:

• The outer reflects the inner: everything that happens is a reflection of an internal dynamic.
• Every transformation starts with self-transformation, via the question: "How do I have to change in order to achieve the desired transformation?"

These principles offered the company a lens through which to establish a culture of self-cultivation, reflection, and open, frank exchange first among the management team.

As our work together began, an exploration of hidden dynamics, beliefs, and weaknesses in the company's leadership, orientation, and structure revealed two paradoxes:

• The clothing brand's support for the growth in popularity of outdoor pursuits was at odds with its concern for conservation of the environment.
• The belief that endless economic growth is possible and necessary was in conflict with environmental concerns.

A new business strategy was required to address these paradoxes and the flaws in the organization's design and leadership style.

Developing a strategy

Following this reflective, exploratory initial phase, the second phase of work involved two major strands.

Firstly, a core team was assembled. This cross-sectional, cross-hierarchical team of staff members became internal change agents and creators of a new strategy, blending the leadership insights from phase one with the perspectives, ideas and creativity of the entire company.

Secondly, a solid frame was put in place as management defined the boundaries of the transformational process.

The role of studio—gf during this phase was to shape the core team by providing training in our transformational approach as the new strategy was developed. Concurrently, we helped management to create a solid frame for the transformation, enriching the coaching of this leadership group in the process.

“The world needs dreamers and the world needs doers. But above all, the world needs dreamers who do.”

Developing a strategy

Following this reflective, exploratory initial phase, the second phase of work involved two major strands.

Firstly, a core team was assembled. This cross-sectional, cross-hierarchical team of staff members became internal change agents and creators of a new strategy, blending the leadership insights from phase one with the perspectives, ideas and creativity of the entire company.

Secondly, a solid frame was put in place as management defined the boundaries of the transformational process.

The role of studio—gf during this phase was to shape the core team by providing training in our transformational approach as the new strategy was developed. Concurrently, we helped management to create a solid frame for the transformation, enriching the coaching of this leadership group in the process.

Implementation and transformation

In phase three, the seeds of transformation that were planted in the earlier stages began to take root and grow, as we helped the core team to share their knowledge and train new change agents throughout the company.

This raised the transformational competence of the whole company, embedding self-leadership and a sense of ownership of the process in every staff member involved.

Our approach provided the company with a new strategic framework built around the principles of self-leadership. This framework leveraged the creativity and vision of the staff team, and set the company on a new, sustainable path of success based on its true strengths.

Deep, sustainable change for the better

The steps involved in transformation are often painful, but they are essential for long-lasting change. Some managers refuse to see the way forward even when we point it out, but that was not the case here.

With our help, the client in this case embarked upon a journey that left them more resilient – an organization instilled with greater competence for navigating upheavals, thanks to its own transformational framework and a network of internal change agents.

What's more, they have a deeper understanding of the needs of their business, and the culture required to sustain them long into the future.

Key learnings

Leaders must be able to grasp the impact of the dynamics, paradigms and beliefs that hold sway over their organization. A deep understanding can reveal painful truths, but these must be confronted for transformation to occur.

Every organization must create its own transformational framework, aligned to its needs and culture. This builds capacity and competence to navigate all future obstacles and upheavals, without the need for external consultancy.