Derbigum is renowned for being the leader in waterproofing of flat roofs.
The performance of its black membrane is guaranteed 30 years.
Success is measured by the number of square meters sold every year in the world. An increasing number of competitors are appearing with cheaper products. Market shares are beginning to shrink
The newly appointed CEO asks us to help him and his Management Committee to think about innovative ways to operate and move from competition to Sur/Petition. Strategic thinking sessions are organized after people have been trained in Efficient & Creative Thinking
Move from a mono product strategy to a "Total Customer Solution" strategy. This results in the creation of innovative products (such as DerbiBrite and DerbiSolar) and of "bundles" in association with "complementors" such as Energy distributors and Insurance companies.
The Business Scope is enlarged: from "the best for your roof" to "Making buildings smart".This allows for a wider range of activities linked with the entire building and not only with the roof.
The strategy is re-oriented and based on the 3 P's: People / Planet / Profit. It is based on "Greenovation". It shows a clear balance between the "Exploitatation of the "Known" and the "Exploration of the new".
Innovation has become an integral part of the company culture. The company is systematically delivering a flow of new products, services and solutions which are perfectly aligned with its strategy. In 2008, Derbigum received from A.T. Kearney the coveted title of "Most Innovative Compny of less than 1000 people in Europe".
They recently launched an innovative Financial solution called Derbifinance.
They are in the process of being the first company in the world to be "Cradle-to-Cradle" certified in their sector.
The world's leader in high temperature isolation was threatened by lower quality products manufactured in emerging countries and sold at low prices.
A lot of distributors and customers being very price-sensitive, a lot of business was lost in most of the countries where the company was present.
Working with the Group's Management Team, Creative ConsulTeam started by training them in creative thinking. This led to the identification certain business assumptions that limited the Vision and the overall thinking about the business scope.
One session was organised for the managers of the Group's various branches (17 people) in order to create a common "Thinking" language and platform.
Scenarios for the Future were then developed and extensively discussed in a series of meetings, the general agreement on the choice taking place at the annual meeting of Directors in New Delhi.
By acquiring a common language and developing "Parallel Thinking" ®, the Group's and branches managers were able to have more constructive dialogues, identify future innovative business opportunities and developments and imagine new synergies
The creation of a new strategy around innovative solutions bringing exceptional value to customers. A team consensus on a new paths for the Future and strategic issues to be tacked together. A strengthening of the Group's position on the international market.
Isabel is a platform created in 1995 by banks who wanted to streamline their electronic operations. From the start, member banks are in the awkward situation of cooperating within Isabel and competing on the market. This situation calls for a significant move from Competition to "Coopetition".
The CEO asks us to introduce his project managers to efficient and creative Thinking methods so that they can begin to invent the Future of the company and come up with innovative strategies
After "educational" workshops on the "Six Thinking Hats" and "Lateral Thinking"', a series of residential strategic Thinking workshops spread over a period of 4 months is organized. Each meeting requires a specific preparation on selected relevant topics
The discovery of new concepts which lead to new products and services.
In 2010, Isabel celebrates its 15th Anniversary and bases its communication on concepts such as "Rebel with a cause", "Mutation", "Change", "Uprising", "Transformation", words that are rarely used in the banking context.
Brussels' largest social welfare institution had a problem moving into the 21st century. It operated according to old paradigms, the culture and processes were obsolete and some positive changes in terms of mindsets, working atmosphere and services offered were clearly needed.
The General Manager gathered a working group. The first meetings were dedicated to the transmission of thinking skills and to coaching the participants in how to use them at their best. This contributed to significantly reduce the "Resistance to Change" syndrome and to the development of a constructive dialogue between all parties.
After that, Creative ConsulTeam launched a "Scenario Thinking" program designed to define the possible Futures of the CPAS in the 21st. A scenario was selected that was to turn the new organisation into a model and an inspiration for the rest of Europe.
A new Vision of "how to contribute to the world" was developed and what transformations it implies tu undertake in the way of operating. This was shared by everybody since everyone took part in their definition. A new motivating strategic plan was defined and exciting projects were designed to illustrate the institution's new courses of action
Positive changes in individuals and teams attitudes, concrete implementation of projects and a genuinely motivated staff as demonstrated during a 1700 - people meeting organised to mark the launching of the various projects.
