Company: Credit Suisse Bank – a world leading finance services company

Contact: Maya Zaltzman, former Credit Suisse, International East Europe & UK division head

Year: 2008

Status: A polarized global senior management team that resembled an inner Tower of Babel. Each member was pedaling their own personal agenda.  

“As CEO I was privy to countless situations where I asked the team to do one thing and they ended up doing something else.”

Challenge: Develop a unified team that speaks a common language in an environment that communicates openness and positive group dynamics.

Execution: Intensive research and work shopping process involving open discussions

Results:

“At the end of a highly charged and emotional process Credit Suisse emerged with a common vision and with an understanding who are they really teaming with.”

The Credit Suisse team emerged with a common voice and common vision and a far deeper understanding of fellow team members, creating the basis for sound communication and a fruitful work environment.

Company – Infinity Investment – one of the top 10 Israel Investment houses with a unique management method that was patented in Israel and the States.

Contact: Amir Eyal, CEO

Year:  2009

Status: A senior management team that aimed high but faced internal obstacles and an undefined, unclear future. The threat – these uncertainties put in jeopardy their growth curb.

“We were15 people who each came from a completely different discipline, from a different position.

Challenge: To create a unified group that represented one voice. To adapt strategic foresight skills in a bid to assess future scenarios and act on them before their competition does. To leverage Yoyah processes as a  for next level growth.

Execution: Intensive interview process followed by two group workshops involving the PFF (Photograph from the Future), Yoyah Scenario Planning and Back Casting processes

Results:

“We (the team) began to think in a synchronized manner – as one voice.”

Infinity Group experienced a major growth spurt. Within four months the group grew from a NIS 5 Billion portfolio house to a 26 billion portfolio house. The CEO party attributes the change to the senior management’s team ability to make decisions together and think from a different perspective.