Success Stories

We value our Corporate Clients, Business Leaders and HR Leaders for their trust and partnership to engage Breakthrough Catalyst to design, develop and deliver a suite of Learning and Organisation Development Solutions.

Some of our clients had been our referrals or repeat clients.

We celebrate some of our corporate client’s success stories and how Breakthrough Catalyst co-journey with our clients to “elevate people and organisation to greater success”.

MNC – Shipping & Logistics

The Senior Leadership team believes that before the organisation moves into industry 4.0 and digital transformation that changes the way employees work and redefine their roles, there is a need to reframe our people mindset to have the change readiness. A mindset change is essential for industry 4.0 and digital transformation to take place in a successful and sustainable way.

There was also organisation restructuring which involved the merging of departments and functions which led to a new leadership teams, new reporting lines and merging of different sub culture into one organisation culture.

Employees Involved:     Business Leader and Operations team

Learning & Organisation Development Solution:

Leading and Managing Change Retreat

  1. Provided psychology safety by allowing the employee to feel safe to share their issues, concerns and feelings about the organisation restructuring, technological and automation of their operation and work process
  2. Identified the changes which the individual employee, the team and departments would face due to re-organisation and automation.
  3. Encouraged a positive attitude towards the new organisation structure and automation by focusing on growth mindset and reframing of issues and challenges into growth, learning and development
  4. Focused on the organisation and department’s strengths and opportunities to adapt and ride over the new organisation structure and automated process

Key Results:

  1. The authentic sharing of real challenges and concerns arising from the change enabled the Senior Leaders and HR to anticipate types of resistance and barriers towards change and implement pro-active and solution focused action plans
  2. Identified the key challenges and concerns and reframe such challenges arising from changes to growth mindset and solution focused using appreciative inquiry facilitation process
  3. Through the culture of Psychology Safety in each of the change workshop, participants felt their voices were heard and led to greater ownership as they participated in ideas generation
  4. A list of agreed and prioritised action plans for the new organisation structure, change of leadership, change of reporting lines and how the team should function

MNC – Singapore Energy Market

A HR Director from another organisation who had engaged Breakthrough Catalyst to conduct a Leadership Program was our referral for a well-known and established provider in the Open Energy Market.

2 years prior to the opening of the Energy Market in 2019, the Business Leader had engaged Breakthrough Catalyst to design and facilitate a Change Management Strategy Session to review the existing processes as the Sales team and the Customer Administration team would merge into one as part of Organisation Restructuring. The team also had to gear up and be future ready in taking up new and enlarged portfolios as they expanded their business and consumer base of the Open Energy Market.

Employees Involved:     Business Leader, Sales and Customer Administration team

lopment Solution:

Change Management Strategy Session

  1. Reviewed the existing team effectiveness and identified the success factors of an Effective and High Performing team to thrive in the new organisation structure and business expansion
  2. Identified the individual and collective vision, strengths and contributions towards the team
  3. Identified how the team should work together in the newly merged team and new team roles due to organisation restructuring and business expansion
  4. Reviewed the current work processes and identified the strengths and areas for improvement for the current process
  5. Prepared for future work process in view of the organisation restructuring and business expansion

Key Results:

  1. Established the agreed team norms and team behaviours in this newly merged team to achieve high performance
  2. The members of the newly merged team had a better understanding of the work scope from other different sections, the work flow and challenges faced by their colleagues. Such mutual understanding enhanced the team’s trust, working relationship. cohesiveness and mutli-function collaboration
  3. Reviewed and streamlined the business process and generated ideas collectively as a team. Everybody had a chance to speak out and contribute and re-look the current business processes and review for changes and improvements
  4. A list of agreed and prioritised business process to work on the current and future work processes:
    • Start doing – What’s New?
    • Stop doing- What’s Irrelevant/outdated?
    • Not effective/not efficient
      • Continue- Relevant or Change if there are areas for improvement
      • Simplify and optimise current business processes to be more effective and efficient

Singapore Ministry of Home Affairs, Uniformed Group

Due to the ever-changing Volatility, Uncertainty, Complexity, Ambiguity (VUCA) global environment, the department and team issues and challenges are getting more complex, interrelated, intertwined yet uncertain.

Albert Einstein once said “We can’t solve problems by using the same kind of thinking we used when we created them.” To be future-ready and change-ready, every individual and leader is empowered to be innovative to solve issues and be solution focused for continuous improvement, anticipate the future and be change ready. Moreover, the innovative problem-solving harness the diversity and rich experience and expertise of the collaborative work teams to solve current and future issues and challenges.

The organisation embarked on this major -wide organisation level change intervention and engaged Breakthrough Catalyst to conduct 12 runs of the program over a year. The program had impacted the leaders to work on their real work issues and challenges by harnessing the diversity of their team members and thus. implemented effective solutions. The Leader Coach is also empowered to coach their team members to be innovative and collaborative work teams.

Employees Involved:     Uniformed Group Leaders, 100 participants over a year

Learning & Organisation Development Solution:

Build an innovative and collaborative team through Action Learning

  1. The inter-department and multi-functional teams solved real issues and challenges which they faced in the current and future state from a systems and collaborative perspective.
  2. Triggered the thinking process of the leaders and equipped them with the skillset to solve real problems and challenges at the workplace which led to a new and higher level of thinking for individuals, teams and leaders.
  3. Enhanced Team Learning and performance through collaborative problem solving, effective questioning, listening, reflecting and clarifying or challenging one’s assumptions
  4. Practiced the role and skillsets of an Action Learning Coach so that they were empowered to be coaches for their work teams (Post- program action plan where leaders conducted an Action Learning with their team members)

Key Results:

  1. Built collaborate work teams across different departments and functions so as to be a high performing, learning and innovative teams
  2. Proposed and implemented innovative and breakthrough solutions that overcome current issues and future challenges
  3. Harnessed on team diversity and creativity to enhance team learning and generate innovative ideas and solutions
  4. Applied and reinforced the leadership competencies of the leaders such as critical thinking, creativity, systems thinking, people management, judgement and decision-making skills to solve real issues relating to the organisation, leadership and workplace
  5. Equipped with the skillset to be Action Learning Coach and coached their team members in their organisation and departments

Fast Moving Consumer Goods (FMCG)

An iconic Singapore brewery had a rather low Employee Engagement Scores and one of the key reasons for the low scores was that the employees felt a lack of appreciation and being valued by their Leaders and Middle Management.

Employees Involved:     25 members of the Operations and Functional Middle Management Team

Learning & Organisation Development Solution:

The 5 Languages of Appreciation in the Workplace Program

  1. The regional HR Lead engaged Breakthrough Catalyst to design and conduct a customised and contexualised 2-day Program for the Middle Management Team to understand the importance of Employee Engagement and how Leaders can enhance employee engagement so as to increase productivity and performance of the organisation.
  2. The leaders realised that will their employees at work, it will enable them to achieve their business goals and results.
  3. To dispel the belief that appreciating staff effectively must be through monetary rewards such as salary, promotion and bonus. In fact, showing timely and specific appreciation through The 5 Languages of Appreciation in the Workplace are much effective and sustainable. Leaders are empowered to appreciate their employees to anyone, anytime, anywhere without financial budget, financial constraint and approval.
  4. Balance a high performing corporate culture with an appreciative environment for employees to be motivated and thrive at work.

Key Results:

  1. Framework of the concept was clear and easy to understand and the program was relevant and applicable for all levels of staff
  2. Relevant to everyone who is in a leadership position. Useful in the work setting as leaders had better understanding of the team members and how to motivate and manage them effectively through the types of appreciation languages
  3. Identified and implemented specific action plans to build an appreciative work culture in the organisation
  4. An appreciative work culture will complement a high performing organisation as organisation did not solely focus on tasks and results but also being appreciative of their employees

One of the largest Private Hospital Chains in Malaysia & Singapore

The CEO of one of the Chain of Hospitals in Malaysia invited Breakthrough Catalyst to conduct a 2 day- Strategic Retreat for the Leadership Team.

Employees Involved:     The entire 25 members of the Leadership Team, comprising of the CEO, Medical Director, Nursing Director, Leaders from the Allied Health, HR, Ancillary, Leaders, Managers and High Potential Executives

Learning & Organisation Development Solution:

The 5 Languages of Appreciation in the Workplace Program

  1. This is a customised and contexualised 2-day Strategic Retreat offsite for the leadership team to identify and propose action plans on shaping the desired organisation culture of the hospital.
  2. In order for a desired organisation culture to take place, there must be alignment among the Leadership Team. The CEO and HR incorporated The 5 Languages Appreciation in the Workplace as part of the Organisation’s culture.
  3. By showing care and appreciation to the different types of team members effectively in a personalised and meaningful way through the 5 Appreciative Languages-, superiors, co-workers and subordinates will have a better sense of pride and ownership about their roles and contributions to provide better healthcare services for the patients.
  4. As colleagues and subordinates, they can also show recognition and appreciation to their colleagues and their superiors as they work alongside to provide the extra mile and achieve the Hospital’s desired future.

Key Results:

  1. Improved the Leadership Style and Leadership Competencies of the Senior Leadership Team, Leaders and managers.
  2. When appreciating the employees, it will enhance the motivation to work and improve employee engagement. When employees are more engaged at work, they will be more productive and provide the extra mile when serving the patients. This will improve the Patient Satisfaction Survey and the Hospital’s Occupancy rates and productivity.
  3. Prepared the leaders and team members for next Financial Year’s Hospital Operations Key Performance Indicators through motivation and appreciation in the Hospital.

Proposed and implemented a list of specific and practical Action Plans on “How to build an Appreciative Workplace in the Hospital?”.

A Singapore Government Statutory Board

A Statutory Board located in the Central Part of Singapore has a large span of multi- generational workforce in most of the departments and work teams, the staff age profile ranging from 60s to the Millennials in their 20s. The Millennials form a minority in the workforce and the majority of the workforce are from Baby Boomers and Gen X. There were communication issues, different perspectives on how things are done and interpersonal working relationship needs to be improved.

The Baby Boomers and Gen X are the Seniors and in the leadership positions, they faced challenges in leading and managing the Millennials as they did not understand the motivation and expectations of the Millennials.

Likewise, the Millennials felt that their Leaders and Supervisors’ leadership style is too commanding and controlling and there was a lack of appreciation and feeling valued by their leaders.

Employees Involved:     The Leadership Team (Directors and Deputy Directors)

Learning & Organisation Development Solution:

The 5 Languages of Appreciation in the Workplace Program

  1. This is a customised and contexualised program to bring the Baby Boomers, Gen X and Millennials together in the team to discover their common points and similarities rather than focusing on differences.
  2. The Baby Boomers and Gen X leaders had a better understanding on how to communicate, motivate and engage their Millennials subordinates through the different forms of authentic and effective appreciation.
  3. The Millennials also shared what would made them be engaged and motivated at work and what do they look for in their leaders.
  4. The cross generational sharing through the appreciation languages had broken down the differences and barriers as every generation of leaders and employees want to be appreciated and valued and everyone has is preferred way of appreciation.

Key Results:

  1. The 5 Languages of Appreciation in the Workplace has become the “connecting bridge” for mutual respect and mutual understanding and identify common objectives that everyone needs appreciation at work. (Even leaders need appreciation from their subordinates!).
  2. Forged a common understanding among the leaders and employees who are from the generation of Baby Boomers, Gen X and Millennials – everyone wants to be valued and appreciated in different ways. (Hence, connect with your leaders and employees based on their preferred appreciation language to forge effective communication and interpersonal working relationship).
  3. Before the program, there were differences and gaps in communication and work expectations and also, a segregation amongst the Baby Boomers, Gen X and Millennials. During and after the program, there is better interpersonal working relationship amongst the Baby Boomers and Gen X leaders and their Millennials subordinates as they implemented their action plans in cross collaboration and interpersonal working relationship.
  4. Enhance one’s leadership style by becoming a better leader to the Millennials through effective appreciation. Improve the employee engagement, productivity and performance of the multi-generational employees in the organisation.

A Singapore Government Statutory Board

A Statutory Board located in the Central Business District Area of Singapore.

The Service Excellence Committee had decided to launch The Service Excellence Month through a Keynote Session on “Effective Appreciation in the Workplace”.

Employees Involved:     The entire Statutory Board, comprising of the CEO and the Senior Management Team, Leaders, Managers and Executives (Close to 300 employees)

Learning & Organisation Development Solution:   Effective Appreciation in the Workplace Keynote

  1. This is a customised and contexualised 3 hrs keynote session cum workshop for 300 employees and the CEO stayed throughout the whole session and participated actively
  2. As Public Servant, providing frontline and backend service to the general public requires the willingness to serve with patience, effort and professionalism. There were times when employees feel “stressed out” when facing the voluminous workload and challenging requests from the public.
  3. When the employees in the organisation are appreciated, respected and valued by their leaders, managers and colleagues, it will enhance their motivation to do their best. This also increases the job satisfaction and employee engagement in the organisation.
  4. “If you treat your employees well, they will treat the customers well”. When employees are appreciated, they will radiate this positive attitude and behaviour to serve the internal customers and the General Public effectively.

Key Results:

  1. Reinforced the Organisation’s core values through Effective Appreciation in the Workplace.
  2. Enhanced one’s leadership style by being a better leader to the staff through effective appreciation so that team can be engaged and contribute more for the organisation.
  3. Appreciated their teams so as to make the workplace can be enjoyable and engaging.
  4. Learnt that different people want to be appreciated in different ways. Know how to identify the preferred appreciative language of their diverse team members and show appreciation based on their preferred language.

An American MNC

The MD of the Asia Pacific Office in Singapore wants to strengthen their leadership competencies and equip their leaders and managers with the capabilities to lead, manage, develop and inspire their people to grow and glow. Through employee performance coaching and feedback, it will bring out the best of their people, develop and stretch their potential to reach the organisation’s goals, and achieve business and performance outcomes. Leaders who coach and provide regular feedback to their staff will increase employee engagement especially for the millennial workforce in the organisation who look forward to coaching and feedback.

Employees Involved: The entire Leadership team, the MD participated in the program including the follow-up focus group sessions after the program

Learning & Organisation Development Solution:

Coaching to enhance Employee Engagement & Performance Program & Post Program Focus Group Sessions

  1. This is a customised and contexualised 2-day program for all Asia- Pacific Leaders and the MD stayed throughout the 2 day program.
  1. Understood the role of a Leader to provide real-time, regular and consistent Performance Coaching and feedback for Leadership Development, Performance Management and Improvement.
  2. The organisation has a Work and Development Plan and the program equipped the leaders with the capabilities to jointly identify the issues, set mutually agreed performance goals, priorities/projects, success measure and measurement of results with their employees.
  3. The leaders also jointly discovered the strengths and areas for improvement of the employee, co-created the action plans and be committed to fulfil the actions plans for their staff to improve and develop further.
  4. Breakthrough Catalyst had worked with the client to curate the various real-life work and people situations in the organisation as part of coaching role plays and practices. There relevant and practical practices in terms of coaching and giving feedback using the Work and Development Plan.

Key Results:

  1. There was an alignment of the leadership behaviours with the Organisation’s leadership competencies with emphasis on providing timely, regular and ongoing performance coaching, check in conversations and feedback.
  2. The leaders gave ongoing and timely coaching and positive and constructive feedback to their employees which enabled the Performance Management, Work and Development Plan and Performance Appraisal to be robust and effective.
  3. With the highly positive program evaluation results, the MD and HR had 4 follow-up focus group sessions comprising of 1 coaching practicum whereby the leaders conducted a coaching session 1 month after the program and shared success stories on how they coached their employees. The subsequent 3 follow-up focus group sessions were to strengthen the other leadership competencies of the organisation.
  4. There was a sustainable coaching and feedback culture in the organisation which paved the way for the leaders to coach their employees in mindset change and improvement in performance as the organisation move into Industry 4.0 Manufacturing.

A Public Healthcare Cluster

The healthcare sector has to provide patient satisfaction and excellent professional healthcare services. With an increasingly ageing population coupled with an increase in population, the healthcare professionals have to be more proficient and productive to provide excellent delivery of healthcare services to the patients.

Employees Involved:     Executives, Managers and Medical Directors

Learning & Organisation Development Solution:

Coaching for Service Excellence

  1. While the healthcare institution has implemented Service Excellence Framework and guidelines and conducted Service Excellence Training, performance and productivity gaps do persist among the employees.
  2. The program equipped and empowered the Leaders and Managers to coach their team members effectively so as to better manage challenging situations and provide professional and excellence healthcare service.
  3. The leader and the employees also jointly discover the strengths and areas for improvement, co-create action plans and commit to fulfil their actions plans for their staff to improve and develop further in terms of patient service excellence and operations.
  4. Breakthrough Catalyst had worked with the client to curate the various real-life scenarios relating to healthcare, clinic scenarios, employee and patient situations in the organisation as part of coaching role plays and practices.

Key Results:

  1. There was an alignment of the leadership behaviours with the Healthcare Institution’s leadership competencies. There was emphasis on providing excellent patient service and thus, timely, regular and ongoing performance coaching, check in conversations and feedback becomes part of the institution’s culture as they embraced coaching in the workplace.
  2. With the highly positive program evaluation results, the program has been a compulsory program from all Executives and Managers. There was a high-level Strategic Planning for Medical Directors and Deputy Directors in terms of Embracing Coaching as The Medical Leadership team and created a conducive and engaging working environment for the staff
  3. There was achievement of Healthcare Service Excellence Outcomes as performance issues of employees were managed through workplace performance coaching and constructive feedback.
  4. There was a sustainable coaching and feedback culture in the healthcare institution as the leaders will coach their employees after 1 month of the program. Through a learning and group coaching focus group, leaders shared how coaching had changed their leadership style in terms of being a better listener, understand their employees’ issues, used questions more than statements and empowered employees to manage their performance and productivity through the coaching outcomes.