A shift in beliefs kickstarts a chemical distribution company’s radical repositioning
Doubled turnover exceeding
Growth in number of employees by in 65 countries
180-degree pivot, with a new identity, positioning and value-led business model.
I learned more about my colleagues in 10 minutes than in the last 6 months of working in this organisation.
Country Manager
• New beliefs around perception and value
• New ability to acquire and integrate several businesses
• A successful IPO
• Doubled turnover exceeding $4b
• Growth in number of employees by 122% to 4,000+ in 65 countries
• 180-degree pivot, with a new identity, positioning, and value-led business model
Can you collectively shift perceptions of “impossible” in a group of 50 country leaders to ensure the company’s survival?
Country leaders feared losing price-sensitive clients if they couldn't secure a 10% increase. The business required a 24% rise to stay afloat. Open Water's session, employing neuroscience models, pushed leaders to commit to their maximum comfort level. All 50 leaders agreed to a 26% increase after the program, surpassing all expectations.
With a new business strategy and following a series of acquisitions, the organisation faced a new question:
How do we reshape our culture to adapt to the new reality after switching our business model and acquiring several different businesses?
The new status quo demanded a shift in mindset and behaviour, necessitating a cultural overhaul and involvement of key stakeholders. Open Water facilitated a 3-day conference where leadership communicated the company's fresh vision and purpose.
However, without a focused initiative to enact the strategy, leaders faced implementation challenges.
Open Water designed and facilitated a "Dragon's Apprentice" experience, equipping around 60 leaders to be their most creative and resourceful selves, shelve preconceptions, and connect with their purpose.
After a successful IPO, the company had doubled its managing directors, welcomed a new CEO, and needed to foster alignment and cohesion across the leadership.
The business needed to bring people together, especially post-pandemic. Over three months, Open Water worked closely with the leadership team to craft a purpose-driven cultural and strategic narrative. Recognising the importance of alignment, trust, and a shared agenda, Open Water led a workshop for the Executive Board before a 3-day conference, ensuring these qualities were evident in their attitude and actions. During the conference, a pivotal exercise based on Patrick Lencioni's Ideal Team Player model further strengthened cohesion among participants.
The organisation underwent a complete transformation and continues to go from strength to strength. Partnering with Open Water over a 3-year period, they achieved: