➤ Commercial Law Firm:
An ambitious commercial law firm was looking to grow its business in its selected target groups, become a more attractive employer amongst highly qualified workers, as well as finding new partners. Their existing approach to brand management had failed to capture and acknowledge the scope and worth of their services. To that end, they required a fresh approach to redefine and revitalize the brand in order to create greater value for their clients, employees and partners. A majority of their clients were officials and in-house solicitors, working in either large companies and public sector organizations, or in medium to large sized privately held companies, where management primarily consisted of the owners. Previously, the law firm had grouped these clients into “one”, thereby overlooking the particular needs prevalent in the different businesses, thus requiring several different judicial lines of thought and distinct commercial offerings.
An evaluation, mapping different client, partner and employee needs, was conducted to form a new set of best practice guidelines. These focused on strengthening external offerings and carefully tailored communications, building a truly client centric service. Working alongside the firm, these new best practice principals were utilized to form a “frame of reference” and core values for employees, so to ensure a better level of service for all future clients.
➤ Influential public organization:
Loid Consulting assisted an influential public organization, which sought to strengthen its position among its clients, and to increase their market share in their current market segment, as well as in new markets. Management wanted to increase output from the highly skilled and specialized staff, and to encourage them to partake in product development, to reach new clientele and to increase focus on the commercial aspects.
The new marketing director, who had been appointed to realize these intentions saw an obvious risk of getting in conflict with the highly specialized experts, that constituted the backbone of the company. To evade the feared clashes that could emerge between the new management, coming from a commercial background, and the highly competent and specialized staff, the marketing director turned to Loid Consulting in order to find a way to reach their ambitious goals, without risking potential conflict during the process. A structured discovery process was designed for the process, in which the workplace was supported and given a frame of reference by us, to bring forth solutions and ideas on how to move the organization forward in the desired direction, and to elude obstructions and incapacitating conflicts on the way. The results included the creation of arenas for creative solving, and new ways of working with product development, where larger parts of staff were included in development of new products, programmes and the organization. Specific monitoring tools were created in order to evaluate the performance of the these new efforts. All in all, the project increased commercial awareness and customer focus, as well as a stronger dialogue and trust within the organization.
➤ Organization transforming from commerce to production:
A client experiencing rapid growth, and transformation from commerce to production, had trouble with an increasing workload for management functions. The client needed more employees outside of management to take on responsibility and show initiative, to lessen questions directed towards management. The hope was that this would lead to a development of new leadership within the organization, and to make it possible to delegate divisions to competent middle management. Said rapid growth had resulted in complexity and ambiguity in the organization, where some employees felt a sense of not knowing their purpose. Management wanted strong and competent leadership to handle this. Our solution for this situation was a discovery driven learning process, in which we supported staff and management, to develop strategies for how to operate the organization. This to increase their mutual understanding, to increase the staff’s disposition to take initiative and responsibility, and to enable new leadership to come forth from within the organization.