Accelerated first oil and enhanced ROI by launching a new collaborative model for off-shore EPC project delivery.
A project team was tasked with demonstrating significant value enhancement of a new relational model for off-shore EPC project delivery. The project was sanctioned at a cost reduction of 11% from the original FID, creating immediate pressure to perform differently.
Coaching and facilitation of the project board, project management teams, cross-functional engineering and construction teams were delivered to align all stakeholders for the new project philosophy, framework, behaviours and goals — and to generate increased collaboration between all project entities and work packages.
Dismantled turf issues and re-engaged contracting entities to meet critical project deadlines on a major off-shore pipeline project running 6 months behind schedule.
A pipeline project was running 6 months behind schedule in its final 4 months due to a breakdown in client/contractor relationships. The project faced steep financial penalties for each day of delay to the national grid — the stakes could not have been higher.
A cultural assessment was performed to gather insights into the disconnects between individuals and project entities. Rapid joint working sessions were then implemented to dismantle turf issues and re-invigorate contracting entities to meet critical project deadlines.
Coached multiple contracting teams in a complex network of partners to dramatically reduce Capex for implementing additional capacity to a "live" off-shore platform.
A North Sea Integrated project team was tasked to work collaboratively with multiple contractors to realise Capex savings for delivering additional capacity — with zero production interruptions — on a live platform. A complex network of partners with conflicting priorities needed to be aligned.
Collaborative working sessions and coaching were provided for the integrated client and contractor teams to develop creative solutions to their engineering challenges and demonstrate the value of collaborative contracting. Focus was placed on building trust, shared accountability, and innovative problem-solving across all entities.
Formulated and coached the implementation of an energy and construction Alliance to build 1,600 retail sites across 16 markets.
A newly formed energy and construction partnership was required to demonstrate significant cost savings and increased effectiveness through superior collaboration for the design and construction of over 1,600 retail sites across 16 geographies.
Performance consulting and on-site coaching of Country Managers and country teams were conducted to develop innovative approaches to improve efficiencies and realise cost savings across the portfolio.
The Alliance Leadership Team (ALT) was formulated, launched and coached alongside Country Managers. Performance and collaboration working sessions were implemented with regional delivery teams to gain buy-in and form high-performing teams. On-site coaching support addressed inevitable interruptions and kept teams on track to achieve project milestones.
From a 5-month delay to an on-time handover — restoring trust and collaboration on a 48-storey high-rise development in Jakarta.
Approximately 30% into construction of this 48-storey high rise, the project was estimated to be running 5 months behind schedule. As with many lump-sum contracts, silos had formed and solidified. There were obvious pressures built up between the engineering and construction teams — disempowering views, gossip, and criticisms had replaced effective communication. Owners stated that there was little confidence the project would meet its required handover date.
HIP began by conducting a "cold eyes" review of the project, its real progress and all participating entities. Collaborative cross-entity working sessions were conducted in bite-sized 2–3 hour timeframes to restore trust, establish clear commitments, and re-engage all teams around a shared goal. Focus shifted from blame and protection to shared ownership and forward-looking problem-solving.
Deactivated relational breakdowns and re-engaged necessary collaboration between client and contractors for a highly political transit hub opening.
In the final six months of a ten-year NYC project, schedule, political and community pressures had taken their toll. Architects, designers, engineers and constructors had become entrenched in silos — relationships and trust had eroded, project meetings were counter-productive, individuals bypassed approval channels, and behaviours had embedded aggression and self-protection. All of this was critically impacting the required collaboration and the ultimate project schedule.
HIP interviewed a critical mass of project personnel across client and contracting entities to reveal the mindsets, beliefs and attitudes that had evolved. Upon presenting the output to senior executives, each committed to removing all obstacles and reigniting a positive work culture.
Collaborative cross-team working sessions were conducted to rapidly resolve outstanding project issues, retire counter-productive behaviours, shift focus to the future, and re-establish the productive relationships needed to meet the opening deadline.
Refocused and reinvigorated an executive board and regional offices throughout UKMEA to shift mindset from reducing costs to winning work during the Global Financial Crisis.
A highly recognised engineering firm had been hard hit in the 2008 GFC, with client project funding put on hold across many regions. Like so many others, they had undergone redundancies — the fallout of which had impacted the mood, morale, creativity and view of the future amongst the people who remained.
A cultural assessment was performed to reveal the depth and breadth of the impact across the region. Work sessions were conducted with the regional board to immediately shift their mindset from "continuing to reduce costs" to "winning more work" — and to develop strategies for uplifting the broader employee base's view of the future.
Activation working sessions were also implemented across each of the regional offices to establish a context of inspiration, shift the paradigm for performance and design winning strategies for capturing new work.
Accelerated FDA approval by 4 months for a major oncology compound in Phase Three global clinical trial valued at $1.3M in daily sales.
A Global Phase 3 oncology study was running six months behind schedule, jeopardising approvals for a new compound shown to dramatically reduce non-small cell lung cancer tumours. The company's elevated share price reflected the market's confidence in meeting the original submission date announced by its CEO — yet the new study team lacked certainty in clawing back any of the 6-month projected delay.
HIP was asked to design an intervention with the Global study team, physicians, site staff and study monitors. Working sessions were conducted to:
Study Investigators and Monitors broke out from traditional working relationships and accelerated recruitment from seriously behind forecast to ahead of schedule within 60 days.
A highly visible neurological trial was seriously behind its patient recruitment forecast, putting the FDA approval timeline at risk. Study Investigators and Monitors were operating within traditional, siloed working relationships that were preventing the breakthrough in pace and collaboration needed to recover the schedule.
HIP worked with the study team to break existing working patterns and establish a new model of genuine collaboration between Study Investigators and Monitors. Focus was placed on building shared commitment to the trial outcome, removing barriers to recruitment, and creating an environment where accelerated action was both possible and expected.
Coached a Multi-National pharmaceutical franchise in Hong Kong to produce a 20% breakthrough in sales growth, despite a major blockbuster recall and new compliance standards.
A Multi-National pharmaceutical franchise operating in the Hong Kong market was facing the dual challenge of a major blockbuster product recall and the implementation of new international compliance standards. Despite these significant headwinds, the business needed to demonstrate growth and rebuild market confidence.
HIP coached the franchise leadership and sales teams to shift from a defensive, reactive posture to a proactive, opportunity-focused mindset. Working sessions focused on building team alignment, re-energising the sales force, developing innovative approaches to the market, and establishing a high-performance culture capable of delivering results under pressure.