Client engagements
Motorola
Capability building
Motorola's Government and Emergency Services Unit provides mission critical communication systems to police, fire, ambulance and rescue services across the world. The reliability of their equipment is of paramount importance and the duration of any scheduled or unscheduled outage must be kept to an absolute minimum to keep communications flowing. Head Light Communications was awarded the contract to help Motorola migrate their training delivery to include more elements that could be done independently by engineers working in their own place of work. The strength of our approach was that it focussed on the performance outcomes expected of field engineers working in a variety of different organisations and based on very sound instructional design principles which will form the basis of future course development. Having successfully passed the scrutiny of both Motorola and their key channel partners, the course is now deployed globally to Motorola staff, channel partners and end-customers, and Motorola are already developing the next phase release.
Safeway Stores PLC
Best practice in stock loss management
Safeway's understanding of the primary audience strongly suggested a constructivist approach whereby store managers could be challenged to solve stock loss problems in a 'virtual store'. The challenge forced them to reconsider the implications of these common scenarios, and inspired them to implement changes in their stores, which reduced the annual stock loss figure by £10m in the following year.
Nestlé
Adoption of the Personal Development Process
When Nestlé updated their personal development process, it became apparent to our consultants that to get the most out of the new process, their staff needed to understand this personal development programme in the context of a strategic HR change programme.
Leader in security and fire protection services - technology shift driving change
Technical advances and innovation resulted in the creation of a new breed of products and services which needed to be sold in a more strategic way and implemented in a more complex technical environment. Our lead consultants facilitated a process for the definition of a set of new sales competencies required to sell these products, forming the basis of a development programme. A key feature was the way this was integrated with the company's new strategic selling model.
Visteon (USA)
Adoption of the Business Operating System
The changing face of the automotive component manufacturing industry pressurising product margins even further combined with insight into the current level of ability to follow correct tools and processes, led Visteon to re-examine the Visteon Business Operating System (VBOS). The project management skills applied to this programme of work were a key factor in improving the situation.
