Mammoet
Aligning 1,400 Employees Across Three Countries to Improve Customer Satisfaction.
Read about the caseLeadership and behaviour as levers for performance
Our work in technical organisations is grounded in the belief that sustainable performance improvement requires more than process optimisation or structural change. Real impact comes from how leaders lead, how teams collaborate across silos and how decisions are made along the value chain, particularly when small errors or delays have significant consequences. We help leaders create clarity on strategic priorities and translate these into concrete expectations for behaviour, decision-making and collaboration.
Based on extensive experience in complex technical contexts, we see that impact is created when leaders focus on a small number of critical areas. This often includes strengthening cross-silo collaboration, clarifying ownership and decision-making, and creating space for learning and continuous improvement. These focus areas are shaped by the organisation’s strategy and context, ensuring that leadership and organisational development directly contribute to business performance and a strong performance culture.
