







OUR PROCESS
We have observed the vast majority of organizations in Southeast Asia that try to get their team to become more engaged and productive – really struggle to move the needle forward.
It’s the same old story. Employees resist, managers become overwhelmed, and any performance improvements are only short-lived.
Yet another consultant or training program that fails to deliver on its promises.




A Customized Approach for Each Client
That is why, over the past 8 years, we have learned to significantly modify our programs so they are more ‘culture appropriate’ for how the vast majority of employees in Southeast Asia respond to change.
Through the process of trial and error, we are now able to bypass all the major change management mistakes that most organizations in Southeast Asia make when attempting to create more accountable and proactive teams without the need for senior leaders to constantly follow up.
As a result, the organizations that we have worked with have been able to experience sustainable improvements in their team’s engagement and productivity levels in just a few weeks of starting our programs without overwhelming or burning out their teams.






SAMPLE OF PAST CLIENT RESULTS
50% decrease in attrition
in less than 7 months
35% increase in productivity
in less than 4 months
42% reduction in cycle time
in less than 3 weeks
75% increase in NPS
in less than 6 months
12 hours of executive time freed
up every week in less than 2 months
44% increase in quality
in less than 3 months
OUR PROCESS FOR CREATING SUSTAINABLE RESULTS
For each client, we assign a dedicated number of expert coaches and consultants from our team, matching their skills and experience with the specific needs of the organization.
The intention is that our team will effectively transfer all the skills needed to ensure that the changes we help our clients implement are sustainable long after our consultants have left.






HOPE THAT LASTING CHANGE IS POSSIBLE
We are under no illusions about how difficult it can be sometimes to make change happen in Southeast Asia.
Especially, when many of the behavioral changes that organizations seek from their employees (for example – greater transparency, ownership, and accountability) go directly against local cultural norms.
That is why for our programs in KLA, creating a safe space for local managers and supervisors to unlearn the traditional beliefs that hold them back, is just as important, if not more important than learning new skills.
Our ultimate measure of success is when our clients no longer need our support – because their leaders were able to build the high-performing habits and mindsets that ensured sustainable levels of team engagement and productivity long after we have left.





