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Examples - Ridgeline

Examples

CASE STUDIES
FBN Quest
Safaricom
Anglo Coal
Comair
Bestmed

FBN Quest (Nigeria)

Nigeria’s oldest bank, First Bank Nigeria, acquired asset management firm Kakawa Discount House to further strengthen its Capital division. This required not only the development of a new brand that would embody the strong history of both firms, but also a new culture to take the business forward, while at the same time create minimum disruption to its current clients.

Problem

  • A new dedicated corporate culture was needed for the merger between the two companies to be successful.
  • The two companies had vastly different cultures – therefore a co-creative approach was needed to retain the strengths of each culture, whilst creating something new that customer can believe in.
  • The transition had to be seamless
  • In a very business driven and competitive Nigerian culture, the programme had to reflect the same professional and financially-savvy way of the businesses

Solution

  • We created an aspirational communications campaign aligned with financial goals to engage staff in the new brand.
  • Through a co-creative process, we distilled the inherent strengths of both brands to their core and translated those into one, new culture.
  • The transition had to be seamless
  • Using Cognitive Dissonance we got the teams to think beyond the obvious in creating their new culture. This resulted in a multi-channel communications strategy that produced employee-centered content and collateral for future communications programmes.

Results

  • Dymanic new brand CI
  • A smoothe transition for all employees to the new company
  • Unwaivering client support for the new brand.
  • An effective on-boarding and culture training programme for current and new staff.

Safaricom

When Safaricom faced the retirement of their long standing CEO as well as increased competition for both its customers and its employees by new mobile phone operators in Kenya, we developed “Jambo Greatness”. This campaign engaged employees in 6 core behaviours to allow them to weather the storm and solidify their heritage as a truly Kenyan success story. The intervention, lasting 8 months from conceptualisation, research & roll-out, and culminating in nearly 200 employee engagement workshops over 2 months reached almost 3500 staff (96% of staff attended the programme) resulting in improved customer service, lower staff turnover and improved profitability.

Problem

  • Staff, scattered all over Kenya had to be engaged in the roll-put of the “Jambo Greatness” programme.
  • The programme had to speak to all levels of employees, from senior executives, to call centre staff, technicians and customer facing employees in shops
  • Safaricom had to retain it’s staff in the light of incoming competition from international mobile brands
  • Safaricom had to engage in an aggressive customer retention programme as a result of increased competition and lower call rates.
  • Safaricom had to maintain investor confidence with the retirement of its CEO Michael Joseph.

Solution

  • We distilled the content of the manual into easy-to-digest chunks, informed by experiential exercises and activities in order to negate the reliance on extensive workbooks.
  • The content was delivered in a 3 hour activity-based workshop eliminating the need for overnight accommodation and transport. 

  • The Jambo Greatness programme formed a behavioural culture based on “I am” and “I do” statements that defined the brand according to behaviours, but still allowed all levels of staff to devise their own applications in their area of employ. 

  • The programme focused on both internal and external service quality.
  • The programme was developed through consultation and participation of both Marketing and HR departments.
  • Once the programme had been rolled out, Brand Custodians were trained not only in the content, but also in the essentials of designing on-going enagements to further embed the programme.

Results

  • Decreased staff turnover
  • Imporved performance on the Customer Delight Index
  • Improved call handling and resolution in the call centre
  • Customer retention
  • Improvement in the Share Price
  • The new CEO renewed his management term after 5 years.
  • Safaricom retained its reputation as a truly Kenyan success story.

Anglo Coal

In 2001 Anglo Coal commissioned a global consulting firm to create an employee engagement and culture development programme to roll out to all staff from Senior Executive to mining operations employees who work, literally, at the coal face. This resulted in the creation of a 5 day indoor training programme requiring delegates to work through a workbook / manual comprising several hundred pages.
The aim of this engagement programme was not only to empower employees with some basic understanding of performance psychology, but also to instill a culture of teamwork, goal achievement and safety in the company as a whole. This was a strategic imperative given the socio-economic atmosphere of South Africa at the time. We were engaged in 2003 to effect the roll-out and training.

Problem

  • Several thousand employees at various shafts spread over the Mpumalanga region had to undergo the training. 

  • Production targets and the cost of taking employees out of the workplace, as well as housing them off-site at a training centre, proved high.
  • The varying levels of literacy presented a dilemma in conducting a manual-based programme.

Solution

  • We distilled the content of the manual into easy-to-digest chunks, informed by experiential exercises and activities in order to negate the reliance on extensive workbooks.
  • The content was delivered in a 1 day activity-based workshop at each shaft, eliminating the need for overnight accommodation and transport.
  • Using only 1 day to relay the content did not affect production negatively as employees were not taken off-site for an extended period of time.
  • Each of the experiential activities developed for the programme had several infliction points thereby linking the activity to several parts of the manual-based content. This allowed for activities to re-enforce the lessons from previous exercises whilst regularly creating moments of insight.

Results

The programme was rolled out at 8 mines simultaneously, and all employees were taken through the foundations of the Yebo Siyaphambili programme in 3 weeks. The experiential and high energy nature of the programme served as a catalyst for promoting open conversation about the motivational aspects of the content, and it served to make complex theoretical concepts easy to understand. This programme is still being used as a reference for all operational training 16 years after initially being launched with the experiential programme.

Comair

We have worked with Africa’s Most Profitable Airline to develop and roll-out a behavioural Culture programme, making them aware of the effect behaviour has on client decision-making and how to best create a client- and results centric culture through adopting the correct behaviours.
Using “purpose” as the cornerstone of consistent behaviour, we developed the “We Lift You Up” campaign to engender specific behaviours and link all other culture programmes to this one theme. This was rolled out to 2300 staff and included all aspects of managing the project whilst working alongside a brand agency.

Problem

  • Comair staff often change their brand “face” between Kulula and British Airways and therefore needed to build a culture for a brand that does not exist in the eyes of the customer.
  • With the expansion of Conair into Slow Lounge, Food Directions and other aviation services, the “brand” required a stronger culture.
  • The intervention we were required to design had to also tie in with existing performance measurement and brand management collateral (BluePrints)
  • Comair wanted to communicate a purpose beyond its business practice to both staff and customers, and this purpose also required suitable relevance to all levels of employees.

Solution

  • We created “Sky” a communications personality and character.
  • We created a purpose “We lift you Up”that is relevant to both staff and customers.
  • Through a consultative engagement process we re-invigorated the Comiar Brand Story and asked a random selection of staff to help devise the appropriate behaviours.
  • These behaviours were communicated through an award-winning print and practical engagement campaign to 2300 staff.

Results

  • Decreased staff turnover
  • Improvement in the BluePrints scorecard
  • Improved customer satisfaction
  • Improved brand ownership amongst employees.
  • Vastly improved profitability despite the economic climate.

Bestmed

When a South African medical aid scheme refreshed its brand, it was challenged to meet the customer expectations of the new brand. Using my engagement process we helped staff to co-create a behavioural culture that would support their new Brand Values and help them work towards company goals in a culture-directed manner. This resulted in the PaceSetter programme and culminated not only in a very successful roll-out campaign but also in the development of an online “gamification” component allowing immediate employee recognition of core behaviours and a process that seamlessly integrated with their existing Rewards and Recognition programme.

Problem

  • Bestmed had produced a refreshed Brand Identity and needed to engage staff in the new brand, values and ideas.
  • They needed to update their rewards and recognition programme to reflect their new identity and a new staff compliment after bringing on board a new division acquired from another company.

Solution

  • Through a consulting process we started by re-wording their Corporate Goals to make them more engaging.
  • We developed the “PaceSetter” behaviours with a “track and field”athletics theme to onboard all staff with the new Brand Identity and values.
  • We produced a series of video clips to further enhance the communcations programme.
  • We used “gamification” to engage staff with the new Rewards and Recognition system, and through our understanding of Behavioural Economics principles, we enhanced their participation in the programme.

Results

  • Decreased staff turnover
  • Improved customer satisfaction
  • Improved brand ownership amongst employees
  • Within 2 years Bestmed outshone SA largest Medical Insurance company at the Financial Intermediaries Awards to be named Best Medical Scheme
  • Improved employee engagement signifacntly
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