Case Studies
For client confidentiality and competitive sensitivity, organisation names are anonymous while preserving all details and outcomes.
Unlocking Hidden Profit Through Frontline Gap Hunting
Industry:
Fast‑Food Café Franchise Sector
Background:
A national fast‑food café franchise organisation wanted to tap into the insights of frontline teams to uncover hidden profit opportunities across their network.
Challenge:
The organisation needed a practical, replicable process that empowered staff closest to daily operations to identify small gaps that could deliver significant commercial impact.
Process:
We delivered a full‑day Gap Hunter session, beginning with a keynote on the “Game of Inches” and the importance of finding gaps before generating ideas. In groups, participants identified a small operational gap—whether in productivity, wastage, or profitability—and quantified its dollar value. Teams then developed action plans and presented their ideas and financial impact to the room. With over 100 participants, the session identified $1.06 million in potential bottom‑line value.
Outcomes:
The success of the session led to a national rollout, with half‑day workshops in every capital city. Each session uncovered an additional $30,000 in hidden profit on average, while building a repeatable innovation process and stronger ownership among franchisees.
Co‑Designing a Five‑Year Strategy With Frontline Input
Industry:
Healthcare (NSW)
Background:
A major NSW healthcare organisation was developing its new five‑year strategy and wanted genuine ownership and input from team members across the system.
Challenge:
The organisation needed a way to ensure the strategy wasn’t created in isolation but reflected the insights of those closest to patients and operations. The goal was to link bottom‑up perspectives with top‑level strategic intent.
Process:
We co‑designed a half‑day session for the organisation’s annual conference. The session opened with a keynote‑style exploration of what strategy is—and why it belongs to everyone. Leaders and team members then worked in groups to discuss each strategic pillar, aligned with the organisation’s vision, mission, and values. Using our proprietary Ideas Funnel, participants identified what they believed was most important to include.
Outcomes:
The co‑design process strengthened the final strategy, increased engagement, and created a deeper sense of ownership and contribution across the organisation.
Embedding Organisational Values Across a National Workforce
Industry:
Global Quick‑Service Restaurant (QSR)
Background:
A major multinational QSR brand had a long‑established set of organisational values, but their interpretation varied across Australian regions. The organisation wanted to ensure these values were consistently understood and genuinely lived across a large, diverse workforce.
Challenge:
The values themselves were not changing. The challenge was helping thousands of employees connect with what the values truly meant in practice and creating a shared behavioural understanding across the country.
Process:
Delivered over nine months, the program was fully co‑designed with the client. It began with an executive retreat, followed by a national rollout of workshops where employees explored the meaning of each value. Insights were synthesised, reviewed with the client, refined collaboratively, and validated with the broader workforce. This work culminated in a “Values Compass” linking purpose, values, and aligned behaviours.
Outcomes:
The co‑designed process built genuine ownership, consistent interpretation, and a practical behavioural framework now embedded into onboarding across Australia.
