Mott MacDonald were finding that their major clients were increasingly expecting them to have a Knowledge Management System in place. They already had numerous databases and repositories of technical knowledge but felt a need for a more integrated and interactive approach which would support the development of viable communities of practice

 

Our engagement extended over 2 years and included carrying out web-based surveys of priorities, broadening the current focus on explicit knowledge to include tacit knowledge within communities of practice, and evaluating the use of an intranet discussion forum. Inter-Logics also became part of the client’s resource offering within one of their framework agreements.

 

Vittra is a large group of privately-owned primary and secondary schools in Sweden, known for adopting a self-managed learning approach to education

 

They were faced with a significant threat from the Swedish Parliament /Ministry of Education which was challenging this approach and indeed talking about having it declared unlawful. Vittra was therefore faced with a major risk to its future and asked us to facilitate a process whereby senior managers and teachers could respond convince the authorities that their methods were in fact not only lawful but also highly effective

 

Skills for Care initiated a 2-year programme of 28 pilot projects around new ways of working in order to deliver better levels of personal social service. These pilot projects covered a range of such services, including residential and domiciliary care for the elderly, dementia-care, children’s services, learning difficulties, sensory impairment, and mental health

 

 

The internal Development Consultancy Unit was faced with major changes to the funding and structure of the Health Service, and needed to create a strategy for responding to these changes by reshaping their purpose and direction.

 

We carried out a web-based survey of their priorities and then facilitated a process for the first phase of developing such a strategy, with a focus on identifying their new clients and engaging with them in a dialogic process

 

In highly competitive markets, with little product or price differentiation, Olympus felt that a key to greater competitiveness was to improve the sales and service experienced by their customers (retailers and hospitals). They also wanted a process that would enable them to differentiate between individual customers and provide sales/service improvements specifically tailored to meet individual  diverse requirements.

 

We developed and implemented a process for consulting with customers to ascertain their individual priorities for improving sales and service support from Olympus, compared with that from main competitors. We analysed these priorities to highlight greatest cost-benefit returns of improvements, both overall and with regards to the particular priorities of specific customers.

 

Located in Granada, EAMS is a Postgraduate Institute funded by the European Union, the Arab League and the Spanish Government

 

For some years they wanted specific modules as part of their postgraduate programmes for managers and consultants, which we provided (on management and organisational learning).  EAMS then established a Masters in Management Learning and Development, run mainly in Cairo, and required somebody to act as Academic Director for the whole programme, as well as running some of the modules and supervising half of the dissertations. Inter-Logics  took on these roles

 

Coca-Cola Egypt bottles and distributes a number of soft drinks throughout most of Northern and Western Africa. Wishing to improve their marketing and sales performance they invited us to help them to design and implement a Personal Development Plan process

 

The Training Department within Leeds Social Services was already providing a wide range of courses. As part of a major restructuring they wanted to expand their activities so that they could offer facilitation with regards to organisational change and multi-stakeholder working. Inter-Logics was asked to run a linked series of facilitation workshops and action learning sessions  and to monitor progress over a period of six months