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  • 2016-03-24
    From:Case
    Background information
    1. Client was a merger between a European and an American company, and is based in China;
    2. Employees drive from multiple countries, such as China, North America, as well as various European countries;
    3. Conflicts and misunderstandings arise due to the lack of cross culture awareness, as employees work across different cultures with different regions on a daily basis;;
    4. As a result, this client would like to seek ways on how to get as many employees up to speed about working across cultures effectively

    Work done for them
    1. 2 programmes were created for the client, one to get employees of different cultures get to be aware of their own cultural preferences as well as to understand others.  Another programme was created to help foreigners adapt to business and social realities when working in China;
    2. The Cultural Orientations Indicator (COI) assessment was used to let participants understand themselves and others, as well as to construct the cultural make-up of the different teams, groups and general population of the client;
    3. Ongoing  support was given to the client so that the participants could spread their knowledge with other colleagues who have yet, or could not attend our workshops
    4. Periodical meetings are conducted with the client’s management to review actions taken and results achieved

  • 2016-03-24
    From:Case


    Background information
    1.Client was a large European company with multiple global brands seeking coaching services for one of their senior executives.
    2.The coachee was a senior executive who experienced conflicts both with his direct reports and cross-functional peers.
    3.As a result, the client engaged us to work with the coachee on developing cultural competency skills and leadership effectiveness.

    Work done for them
    1.After the initial chemistry check the coachee and client agreed to a six month coaching program.
    2.Through engaging coaching sessions, key stakeholder feedback and the use of various psychometric assessments, including the Cultural Orientations Indicator (COI), the coachee gained better self-awareness and developed action plans to improve communication effectiveness and influencing with his key stakeholders.
    3.Feedback from his key stakeholders, including his superior, peers and subordinates were extremely positive after the intervention. Furthermore, the coachee was so pleased with the results, he further engaged us to work on the other issues.


  • 2016-03-24
    From:Case


    Background information
    1. Client is in the medical devices and materials industry;
    2. For the past 20+ years, the focus had been very much in supplying medical materials through distributors;
    3. Competitors are now providing better quality at lower prices;
    4. Their high-end new products are also perceived as less user-friendly than those of the competition;
    5. The industry is also gradually shifting to packaging materials with hard-ware equipment to provide customized solutions to customers;
    6. As a result, this client would also need to make the transition to a solution-driven strategy

    Work done for them
    1. We conducted a Belbin Job Role assessment on what are the job role requirements that are more suitable for the new sales strategy;
    2. Belbin Team Role assessments are generated to analyse how best the sales and marketing department could respond as steam to new challenges;
    3. A workshop is conducted to address gaps, and map out future action plans
    4. Periodical meetings are conducted with the client’s senior management to review actions taken and results achieved


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