Case studies
Six multi-year development programmes for large industrial and technology companies. Each case study shows what the client came to us with, what we did and what we measured – based on knowledge tests and participant surveys.
Manufacturing · aluminium systems for construction · 2026
Leadership Academy 2026 – management team in three groups
A manufacturer of aluminium systems going through organisational change. Managers and supervisors needed to lead their teams through change: talk about it openly, work with resistance and give people feedback that makes a difference.
- 2022: “We Are a Team” – a teamwork and leadership workshop (3 groups),
- 2024: Master Academy – communication and difficult conversations, team management, motivation and recognition (10 sessions),
- 2026: Leadership Academy for 3 management groups (approx. 35 managers) – modules on leadership in practice, feedback and change management.
A survey after every session in each group, separately for each trainer.
| 2026 – module | Groups | Rating |
|---|---|---|
| Change management | 3 | 4.88–5.00 |
| Feedback in practice | 3 | 4.96 |
| Leadership in practice | 3 | 4.82–4.86 |
Participants named the following as most useful: communicating about change and working with doubts and resistance, adapting the conversation to personality type, and the FUKO and SPINKA conversation models. “The FUKO model will definitely make it easier for me to talk to the crew.” – participant in the difficult conversations training (2024)
Survey ratings on a 1–5 scale; the table shows ratings for the groups with a survey summary. Two sessions in 2024 were rated on the client’s 1–4 scale – both received the maximum score of 4.00.
Manufacturing · automotive · forging
“Leader’s Forge” – an academy for production leaders
An international manufacturer of forgings for the automotive industry. Leaders and supervisors promoted from production needed tools for leading people: conversations, delegation, enforcing standards and coping with pressure on the shop floor.
- communication in team leadership,
- the leader’s authority in team building,
- motivation, delegation and autonomy,
- mental strength and resilience training,
- personal effectiveness,
- assertiveness, difficult conversations and mediation.
A knowledge test before and after each module in every group, and a survey after every module. The programme continued in subsequent years – in 2024, topics such as presentations and project management were added.
| Module | Before | After |
|---|---|---|
| Motivation, delegation and developing autonomy | 31% | 78% |
| Mental strength and resilience training | 45% | 89% |
| Interpersonal communication in team leadership | 56% | 89% |
| Assertiveness and handling difficult conversations | 65% | 91% |
| Personal effectiveness and time management | 65% | 94% |
Participants most often named as useful: delegating according to the employee’s competencies, the Eisenhower matrix and daily planning, assertive refusal and models for difficult conversations.
The table shows 5 of the 6 modules; the smallest increase (15% → 43% and 30% → 51%) came from the module on the leader’s authority – included in the average.
Medical technology · customer service and management
An academy for managers and 6 editions of “Professional Customer Service”
An international manufacturer of medical equipment and technology. Two goals at once: strengthen managers in leading their teams and raise the standard of conversations with customers – including difficult and international customers.
- leadership track: assertiveness, leadership and authority, motivation, delegation, developing subordinates, team management, difficult conversations, effectiveness, meetings,
- follow-up sessions after the modules,
- 6 two-day customer service editions: customers’ social styles, influence, assertiveness, difficult situations.
Pre/post knowledge tests in the leadership modules and surveys after every session – 17 survey summaries in total.
| Leadership track module | Before | After |
|---|---|---|
| Delegating tasks and developing autonomy | 59% | 86% |
| Team management | 53% | 78% |
| Leadership and building authority | 43% | 63% |
| Motivation | 67% | 78% |
| Handling difficult conversations | 35% | 48% |
“A very pleasant and practical training. My best so far in this company.” – customer service participant
“Super practical workshops.” – leadership module participant
Quotes from anonymous participant surveys (translated from Polish).
Industry · international technology group
Leadership Academy – from communication to employment law
Team leaders in a manufacturing plant needed a coherent programme: from everyday communication with the team, through authority and delegation, to difficult conversations and the basics of employment law.
- communication in team leadership,
- leadership and building authority,
- motivation, delegation and autonomy,
- difficult conversations training,
- basics of employment law for supervisors,
- a follow-up session after the programme.
A knowledge test at the beginning and end of each workshop module and a survey after every session.
| Module | Before | After |
|---|---|---|
| Interpersonal communication in team leadership | 53% | 97% |
| Leadership and building authority | 39% | 96% |
| Motivation, delegation and developing autonomy | 60% | 94% |
| Difficult conversations training | 51% | 100% |
Knowledge test at the beginning and end of the same module.
Automotive · technical centre and manufacturing plant · APTIV (formerly Delphi)
Over 250 training sessions in a development catalogue and the “We Are a Team” programme
A global automotive technology supplier. At the technical centre, engineers and leaders needed an ongoing development offer – several topics to choose from every month. At the manufacturing plant: better cooperation between departments and a culture in which mistakes are discussed without looking for someone to blame.
- training catalogue 2015–2022: communication (22 editions), time management (19), influencing (18), emotional intelligence (10), motivation, Manager’s Vademecum, meetings, negotiations, “Managing Difficult Situations” in English, Train the Trainers,
- at the Jeleśnia plant (2023–2025): Zero Blame Culture, Leader’s Vademecum, team management, presenting data, effectiveness, and in 2025 – 8 groups of “We Are a Team”, communication in conflict resolution, negotiations and team leadership.
A survey after every training session and, in 2025, a knowledge test before and after the workshop in each group.
| 2025 – workshop | Groups / people | Before | After |
|---|---|---|---|
| We Are a Team – collaboration and team communication training | 8 / 96 | 46% | 98% |
| Effective negotiations | 1 / 12 | 45% | 98% |
| Team leadership | 1 / 13 | 63% | 94% |
Surveys after every training session; in 2025 also knowledge tests before and after the workshop in each group.
Automotive · car seat manufacturing
Over a decade of cooperation: from internal trainers to strategic workshops for the board
A manufacturing plant where shift leaders and team leaders manage large teams of operators. Ongoing work was needed on communication, enforcing standards and cooperation between shifts – as well as preparing internal trainers and the management team for organisational change.
- Leadership Academy (2022, 5 groups) and Team Leader Academy (2023): communication, managing a production team, purposeful cooperation, difficult conversations,
- preventing workplace bullying, for managers (2022),
- Train the Trainer for internal trainers (2018–2023),
- change and stress management (2024), strategic workshops (2025).
A survey after every training session in each group; in the Academy – separately for each module and each group.
| Training | Year | Rating |
|---|---|---|
| Handling difficult conversations | 2019 / 2024 | 5.00 / 4.96 |
| Situational leadership | 2019 | 4.97 |
| Change management (3 groups) | 2024 | 4.94–4.95 |
| Interpersonal communication | 2024 | 4.94 |
| Managing a production team | 2023 | 4.93 |
Average of all 47 training sessions with a survey since 2019: 4.81 / 5.
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