Accelerating speed and quality of decision-making
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Client need
An international bank was facing serious competition from Fin Tech firms, fast-changing customer needs, digital innovation requirements, and an old, slow, constraining structure. To stay relevant they needed to quickly shift to Agile and stand up streams that would drive change at pace. This required structural, procedural, and organisational change, as well as mindset shifts for leaders and teams.
To achieve this goal, the organisation partnered with BTS to devise a coaching solution that targeted mindset shifts at a deep level, creating a disruptive moment for leaders to accelerate the rate of change.
“Our engagement survey increased by six points. Our target was 77, and we exceeded that with a score of 79. This is a significant improvement. We have a highly engaged team and I have no doubt that this experience contributed substantially to the result. There is now more transparency in speaking up when things aren’t going right; we have really seen this happening in the last month. I attribute this change to the program we did with BTS.”
- Leader of bank
Solution
The company set a target to shift mindsets so that:
- Employees saw customer and enterprise success as the goal, not just personal and individual gain.
- Healthy risk was considered natural, and failure was an opportunity to learn and grow– a better option than playing it safe.
- Resources were seen as shared and owned by the enterprise, instead of seeking personal control as the only way to succeed.
- Embracing conflict and tension were considered constructive and creative challenges that led to better customer outcomes.
There were several experiences that helped to disrupt and shift the mindsets, which included:
- A digital, virtual, moments-based simulation experience, which helped employees explore specific moments when they would be challenged to implement new agile behaviors. This approach was team-based and surfaced the true moments of tension so that they could be addressed and planned for.
- Virtual, personalised 1:1 coaching to create deep mindset changes on topics such as engaging others, building commitment and support, influencing, personal authority, speaking up, and challenging the status quo.
Results
The experience leveraged a control group to measure the mindset changes for those receiving the 1:1 coaching. Across the six critical mindsets the firm sought to address, there was an average 17.3% gain in the coached group in comparison to the control group.
Coaching groups’ confidence in their ability to lead and influence others increased by 11%.
In the simulation experience the average score was 9.03/10, and 24 respondents reported an NPS of 75.
Client need
A leading global social networking organization was implementing a new process for product development. To bring this structural change to fruition, the organization’s leaders needed to help their teams work together more cohesively. Thus, the organization partnered with BTS to help their people better understand their own roles, their teammates’ roles, and their collective goals, all to spur along the new product development process.
Solution
To achieve this goal, the company and BTS created a virtually delivered learning program that reached 260 people divided into 17 cohorts. Each cohort was comprised of both individual contributors and experienced managers across different functions. The program, completed over the course of three months, consisted of:
- Two half-day workshops
- Go-Dos, which are actionable steps to take back on the job
- Playbooks, a tool that demonstrates how each role can live the company’s values during their day-to-day work
- Experience maps, or self-development tools that 1) identify realistic, role-specific situations and 2) list actionable steps for building key capabilities
- Momenta: BTS’s proprietary digital platform that allows people to explore someone else’s role by accessing their playbooks and experiencing their daily dilemmas, ultimately building cross-functional empathy
The learning program was designed to meet people where they were and was fully customized to the organization’s unique values and culture.
Results
Participating managers have improved their abilities to ideate and follow through, align teams through difficult conversations, create attainable road maps, apply organizational frameworks, and measure success. As of now, 76% of the 259 participants have completed the initial phases of the learning journey, and have mentioned learning the following:
- “Don't be afraid to speak up, ask for help on understanding wants, needs and blockers, attend more meetings with [cross-functional teams], be bold, make assertions, [or] ask the hard-hitting questions."
- “I need to do a better job of avoiding heroic efforts personally to fix the problem. I need to also avoid micromanaging the team as they work through a course correction.”- Technical Manager
- “I would like to work on delegation through making better connections, [including] painting a clear picture of how my work will appeal to all stakeholders by gaining a better understanding of what is important to them.”
Client need
Facing serious competition from Fin Tech firms, fast-changing customer needs, digital innovation requirements, and an old, slow, constraining structure, an international bank needed to quickly shift to Agile and stand up streams that would drive change at pace. This required structural, procedural, and organizational change, as well as mindset shifts for leaders and teams.
To achieve this goal, the organization partnered with BTS to devise a coaching solution that targeted mindset shifts at a deep level, creating a disruptive moment for leaders to accelerate the rate of change.
The solution…
The firm set a target to shift mindsets so that:
- Employees saw customer and enterprise success as the goal, not just personal and individual gain.
- Healthy risk was considered natural, and failure was an opportunity to learn and grow – a better option than playing it safe.
- Resources were seen as shared and owned by the enterprise, instead of seeking personal control as the only way to succeed.
- Embracing conflict and tension were considered constructive and creative challenges that led to better customer outcomes.
There were several experiences that helped to disrupt and shift the mindsets, which included:
- A digital, virtual, moments-based simulation experience, which helped employees explore specific moments when they would be challenged to implement new agile behaviors. This approach was team-based and surfaced the true moments of tension so that they could be addressed and planned for.
- Virtual, personalized 1:1 coaching to create deep mindset changes on topics such as engaging others, building commitment and support, influencing, personal authority, speaking up, and challenging the status quo.
Results
The experience leveraged a control group to measure the mindset changes for those receiving the 1:1 coaching. Across the six critical mindsets the firm sought to address, there was an average 17.3% gain in the coached group in comparison to the control group.
Coaching groups’ confidence in their ability to lead and influence others increased by 11%.In the simulation experience the average score was 9.03/10, and 24 respondents reported an NPS of 75.
Quote from the leader of this experience in the bank:
- “Our engagement survey increased by six points. Our target was 77, and we exceeded that with a score of 79. This is a significant improvement. We have a highly engaged team and I have no doubt that this [experience] contributed substantially to the result.”
- “There is now more transparency in speaking up when things aren’t going right; we have really seen this happening in the last month. I attribute this change to the program we did with BTS.”
Related content
Client need
A large U.S.-based health insurance federation operating at the center of a complex national ecosystem, covering tens of millions of Americans, had already made a serious investment in enterprise AI. Leadership was not experimenting at the edges. They were leaning in.
Capability and commitment existed across the organization, but unevenly. Some teams were already pushing boundaries. Others hadn't yet found their footing. Most of the gains had come in personal productivity. Valuable, but the core work itself had not yet fundamentally changed. The opportunity was to go deeper, to move from AI-assisted individuals to AI-reinvented workflows.
Across the health insurance landscape, pressure was intensifying. Medicaid and government program contracts were becoming more competitive. Bid cycles were faster and more analytics-driven. Clinical evidence was evolving rapidly. Regulatory scrutiny was high. Security risks were constant. AI was no longer a future conversation. It was a present expectation.
Inside the organization, world-class experts were still constrained by manual processes.
The Medical Policy team was synthesizing evidence across hundreds of policies, working to keep pace with FDA approvals and evolving clinical guidelines. The work required rigor and judgment, and it also demanded repetitive synthesis that consumed days when it needed to take hours.
Market intelligence teams were reviewing competitor RFPs manually in markets where competitive pressure was tightening and millions of covered lives were at stake over the next several years. The opportunity was significant, but so was the risk of falling behind in insight and speed.
Actuarial and security teams faced similar friction. Highly trained professionals were spending valuable time stitching together data, transforming files, and correlating inputs across systems.
Leadership understood that AI licenses alone would not create advantage. To compete in an increasingly analytics-driven insurance environment, expertise had to scale. Insight had to move faster. Teams needed to reinvent how core work happened.
Solution
BTS partnered with the organization to move from AI access to AI application.
Through a series of focused design sprints, intact teams worked on their highest-value workflows using our GROUNDING → EXPERIMENT → BUILD → AMPLIFY methodology. The structure was simple and disciplined. Set context. Experiment quickly. Build against real work. Create a path to scale.
Participants brought their own work into the room. Medical policy frameworks. RFP responses. Threat intelligence reports. Actuarial data pipelines.
No generic demos. No abstract hypotheticals.
The turning point came when AI began working on their actual content.
Research syntheses that previously took days began structuring themselves in minutes. Competitive RFP analysis that once required manual review surfaced patterns instantly. Data transformation workflows streamlined in real time.
Skepticism shifted to possibility.
We positioned AI as augmentation, not replacement. In a sector defined by professional expertise and accountability, that framing was critical. The goal was to elevate expert judgment, not automate it away.
Some teams left with working prototypes. Others left with detailed blueprints aligned to enterprise privacy and security requirements. The IT Team took away a re-prioritized set of additional tools to incorporate into a HIPAA-compliant environment. Every team left with a redesigned workflow.
Results
In five days, more than 100 leaders advanced 30 priority use cases tied directly to operational performance and competitive growth.
Early outcomes included:
- Significant reduction in manual research synthesis and data preparation
- Faster, more structured competitive intelligence to support high-stakes bids
- Clear implementation pathways aligned to security and regulatory constraints
- A scalable model for continued AI-enabled workflow reinvention
Just as important was the mindset shift.
Participants stopped viewing AI as a tool sitting outside their work and began treating it as embedded infrastructure for how work gets done.
“This showed immediate relevance to our work.”
“Now I understand what’s actually possible for my team.”
“We just accomplished in two hours what used to take us two months.”
In a U.S. health insurance market where insight, speed, and precision directly influence who wins and who grows, the organization moved decisively from AI access to AI advantage.
Client need
Safety in the transportation industry has often been treated as a set of rules to follow and boxes to check. But one Spanish railway organization saw an opportunity to redefine safety as something far greater, a core value embedded into the culture of their company at every level.
This bold vision demanded more than compliance. It required a cultural transformation to challenge outdated behaviors, inspire teams, and empower leaders to embrace and model a safety-first mindset. For years, the organization had been working to foster a culture that prioritized protection over profit, setting new behavioral standards across the industry.
To accelerate this shift, the organization partnered with BTS to design a leadership development program that dismantled old practices and equipped leaders with the tools, insights, and behaviors needed to bring their vision to life.
- Deconstruct existing mindsets to enable cohesive change.
- Identify barriers preventing progress.
- Equip leaders with practical behavioral knowledge and tools.
Solution
BTS partnered with the organization to design a leadership journey that would reshape not just processes but perspectives, fostering a workplace where physical and psychological safety were paramount. Over eight months, the project team conducted interviews with leaders and focus groups to uncover critical behavioral insights and tailor the program to the organization’s unique needs.
Participants explored essential themes, including:
- Embedding safety into daily decision-making.
- Cultivating greater awareness of safety risks.
- Understanding the influence of their leadership on safety outcomes.
- Leading by example to set a cultural standard.
- Building trust, commitment, and open communication within their teams.
The program unfolded in three distinct phases to drive lasting behavioral change:
- Workshop preparation
Participants began with a self-assessment to uncover personal “safety blind spots” and mind traps. This phase, delivered through a custom online platform, helped leaders reflect on their current practices and prepare for the transformational journey ahead.
- Safety workshop
The one-day, immersive workshop was designed to spark deep conversations about safety culture, challenge ingrained mindsets, and equip participants with actionable strategies for change. Leaders engaged in real-world scenarios to explore the implications of their decisions and practice new behaviors. The day concluded with collaborative debrief sessions, leaving participants with practical tools to implement their insights immediately. - Implementation in action
To sustain momentum, the post-workshop phase extended over six months, offering six targeted activities. These activities reinforced key lessons, encouraged team collaboration, and provided ongoing support for integrating safety-first behaviors into daily routines.
The leadership program was delivered to 1500 participants over 66 workshops in seven locations across Spain.
Results
To measure results, the project team created a resource map evaluating progress.
Average completion rate of Activities One–Three: 57 percent. (One: 78.21%; Two: 53. 01%; Three: 40.57%)
A post-workshop survey was sent to participants, reporting on the following metrics:
- Average satisfaction — 4.7/5.
- Trainer’s evaluation — 4.9/5.
- NPS — 82 percent.
- “Saw improvement in safety alignment” — 93 percent.
- “Integrated safety tools in daily roles” — 82 percent.
- “Identified new initiatives for improving safety” — 77 percent.
- “Mitigated team/peer mind traps” — 93 percent.
- “More aware of risk in daily roles” — 98 percent.
- “Identified a normalized risk to work on” — 92 percent.
Testimonials
- “Many of the methodologies and tools not only help to improve safety but can also be used to improve operational or organizational processes.”
- “It has put us in front of the mirror of how we are today in terms of safety culture, opening our eyes to our development areas. Very participative and practical.”
Over the years, BTS has expanded its global footprint through thoughtful acquisitions and collaborations, bringing new creative capabilities and local expertise into the fold. From digital design studios to leadership consultancies across Europe, Asia, and the Americas, we’ve built a community that blends shared values with local perspective. That diversity has become one of our greatest strengths, shaping how we design and deliver learning that feels deeply personal everywhere we work.
Whether someone is in a leadership journey in Singapore, a coaching program in São Paulo, or a strategy workshop in Stockholm, the goal is always the same: to make the experience feel like it was made just for them.
Many of those experiences live on Momenta, BTS’s digital experience platform, powering journeys like Coaching, Multipliers, and other core programs.
As those experiences grew, so did the need for nuance. Every journey had to feel local, not just sound translated. Tone, humor, and cultural context have always been central to the BTS approach, and as demand expanded across formats and regions, our translation model was ready for its next evolution.
In early 2024, the team began exploring how AI could help. Rather than treating technology as the destination, we saw it as a catalyst, a way to rethink translation and deliver richer, more customized client experiences at scale. That curiosity sparked one of BTS’s most ambitious AI-first experiments, led by our Global Product Enablement Function team in partnership with our global network of linguists and translators.
Shifting to AI-first
The next step was finding the right place to experiment. Enter Phrase, a cloud-based translation management platform that quickly became our test lab. Phrase brings every part of the translation process into one place, from machine translation engines to human review, terminology management, and workflow tracking. It gives our linguists, designers, and project teams a shared space to collaborate, test ideas, and learn.
Over the next few months, two key discoveries reshaped how we think about translation, and ultimately, how we work.
Key discovery 1: Making AI a teammate
We began with a clear goal: make translation faster and more consistent. Using Phrase, AI handled the first drafts while our linguists refined them. Quickly, we realized there was potential for AI-value that went far beyond speed.
With AI completing the first 80% of the work in a fraction of the time, our linguists could focus on what matters most: nuance, tone, and cultural resonance. The relationship evolved from oversight to collaboration, AI structured and scaled, humans shaped and elevated.
The result was more than efficiency. It was better work, created by people and technology learning to amplify each other.
Key discovery 2: Turning a roadblock into a redesign
Next came a design challenge. Phrase, like most translation tools, struggled with text embedded in graphics, a hallmark of many BTS learning experiences. Instead of forcing the tool to adapt, we changed how we created.
We began designing with translation in mind: simplifying visuals, reducing text, and using modular components that could flex across languages. The constraint sparked better design, easier to scale, more consistent, and more inclusive for every audience.
Key discovery 3: Integrating systems for scale
With people, AI, and design in sync, the last barrier was process. Managing translations between Phrase and Momenta still required manual effort.
To fix that, we built an API integration linking the two platforms. Now, files move automatically, progress is tracked in real time, and everything stays connected.
That integration turned our workflow into a unified ecosystem, fast, transparent, and ready to scale globally.
Business impact
Just 18 months ago, our translation reviews lived in double-column Word docs. Today, we work in a fully connected, AI-first ecosystem. Each project feeds the next, refining prompts, tone profiles, and design patterns, so our translation process keeps getting faster, smarter, and more aligned with BTS’s voice.
Speed and quality. Translation cycles that once took months now wrap up in weeks, cutting turnaround times by over 40%. Phrase’s tools and AI-powered workflows accelerate production while maintaining quality through expert-approved reuse, glossaries, and automated quality checks. Even complex formats like videos and animations are localized faster, with AI supporting linguists at every step.
Smarter workflows. The integration between Momenta and Phrase automates project transfers and tracking, saving an estimated 2.5 hours per project. Teams across language, digital, and project management now collaborate in one streamlined environment.
Human focus. Our linguists remain the engine of quality and innovation. With AI managing repetitive tasks, they focus on nuance and meaning, and go further by creating specialized GPTs, training databases, and testing translation engines to continually raise the bar.