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Quotable Quote

  It takes less time to do things right than to explain why you did it wrong. 
Henry Wadsworth Longfellow Newsletter

 
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Getting “buy-in”

The Bottom Line

Head office wanted to expand a successful new programme to a wider arena but expected to face resistance from local operators. An Action Meetings facilitator ran three workshops on the new programme for local operators. Negativity and resistance toward the new programme disappeared and the local operators bought in to the extended programme.
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“Unachievable” pilot project completed – on time

The Bottom Line

A project with extremely tight deadlines wasn't going to be delivered because of negativity and resistance. An Action Meetings workshop clarified the issues to everyone's satisfaction and the aggressive deadlines were met.
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Design a productive meeting

The Bottom Line

A company had given up on holding meetings, but at the expense of missing opportunities to communicate and resolve issues. Construction and Site Managers now meet monthly, resolve operational issues and look ahead to problem prevention and strategic development to strengthen and grow the business.
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A complex project that was slipping was put back on schedule

The Bottom Line

Negotiations to agree new processes and service levels in a complex environment were going around in circles. Use of the Action Meetings process provided clarity, focus, and action. The project got back on schedule. The meeting process was adopted as the basis of a framework for regular meetings.
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$1m per year recovered

The Bottom Line

A computer services company was about to lose a million-dollar per year account through failure to deliver proper service, and more importantly, an inability to resolve issues with the client. Two 2-hour Action Meetings workshops turned that around.
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What customers say

  After some excellent facilitation and training on Action Meetings we have split our meeting into Administration, Operational, and Strategic.  We now easlily get through the administration and operational matters in the morning with the whole afternoon session focussed on strategic matters.
Richard Toner, President, Building Officials Institute of New Zealand
 

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