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9 posts
Case StudiesWhat one course changed in a $60 million negotiation
How a senior government manager applied persuasion and negotiation learning to break a political deadlock and develop a mutually acceptable alternative.
Case StudiesWhen technical expertise is not enough to manage complex infrastructure
How workplace-focused management development contributed to measurable improvements in productivity, absenteeism and project control within a major public-sector highways agency.
Case StudiesWhen developing line leaders becomes a manufacturing performance strategy
How a practical management development programme helped a major biscuit manufacturing operation reduce waste, improve output and deliver a reported 1,200% return on investment.
Case StudiesIs Your Organisation Sitting on the Same Leadership Gap? Five Questions Worth Asking
Brentwood Borough Council and Rochford District Council didn't set out to write a case study. They set out to solve a specific, familiar problem: frontline supervisors who had earned their authority through years of doing the job, but had never been formally trained to lead people. It's a problem so common in local authorities and housing associations that it rarely gets flagged as urgent. It shows up quietly, as inconsistency rather than crisis. A policy applied one way by one supervisor and differently by another. A difficult conversation avoided rather than had. A standard that slips slightly because no one is quite sure whose job it is to hold the line.
Case StudiesFrom Depot Floor to Boardroom: How We Built a Leadership Programme Two Councils Actually Wanted to Attend
When Brentwood Borough Council and Rochford District Council came to Acudemy, they weren't looking for another off-the-shelf leadership course. They had already tried the market and found it wanting.
Case Studies"Prune" a business in trouble to turn it round
A fund management business faced collapse, after some years of successful and profitable growth. (These companies invest your cash in equities and bonds to grow your wealth, often through pensions or other investment products. They mostly sell those products through brokers or financial advisors).
Case StudiesWhy "they knew what they were getting into" is costing you good people
We delivered a leadership programme recently for a healthcare organisation dealing with high turnover in its supervisory layer. When we asked managers what support they'd received when they were first promoted, the most common answer was: none. "I just watched how my manager did it and tried to copy that."
Case StudiesThe best driver doesn't always make the best manager. We keep forgetting that.
A few years ago, we ran a management essentials programme for a logistics company in the Midlands. The new cohort of team leaders were, almost without exception, their best operational people — promoted because they delivered. Within six months, two had resigned and a third had been quietly moved back to an individual role. Not because they weren't talented. Because nobody had ever shown them what managing people actually involves.
Case StudiesWhy Your Best Managers Are Losing People: A Case Study
There was nothing wrong with the team on paper. Deadlines were met. The product worked. The manager was experienced, technically sharp, and well-liked. But turnover was creeping up, and nobody could point to a clear reason why.
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