Increasing agility for a healthcare organization's HR department

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.
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“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

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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 telecommunications organization in the Middle East had long partnered with BTS on strategy implementation and business acumen-building initiatives. Two years into the partnership, the organization embarked on a new strategic direction: providing digital services such as fintech, on-demand video, IoT enablement, analytics, and cybersecurity. To bring this transformation to life, the organization’s mid-level managers needed to shift existing mindsets and behaviors and develop the requisite digital knowledge.

To execute key strategic objectives outlined in the new strategy, the organization and BTS co-created a digital excellence program that combined the organization’s existing curricula on IoT with BTS’s expertise in AI- and data-driven decision-making. The organization had already embarked on two training initiatives: the knowledge transfer program, which fostered a culture of knowledge sharing and collaboration by tapping into the organization’s collective intellectual capital, and the specialty development program, which sought to position employees as trusted digital advisors by cultivating specializations according to industry trends. Together, the organization and BTS incorporated both initiatives into a single, streamlined digital learning journey.  

Solution

To reach both target audiences, executives (general managers and vice presidents) and mid-level leaders (section managers and directors) attended specifically-designed versions of the digital excellence program to address each group’s specific needs.  

Busy executives experienced an abbreviated version of the journey, while mid-level leaders went through a longer program, which included an additional day of AI training and an additional two days of data-driven decision-making training. For the AI component of the program, BTS facilitators built a simulation that leveraged BTS IP on the topic. For the data-driven decision-making portion, BTS built a big data simulation with input from the organization’s senior data scientists.

The program is comprised of six modules, each of which was carefully designed to address specific technologies relevant to the organization’s growth trajectory. As a result of the experience, people would become better equipped to drive innovation, adopt emerging technologies, and lead their teams towards the organization’s strategic goals.

• Module 1, Data-driven decision-making: A two-day, BTS-led experience to help leaders understand how to frame business problems like data science problems in order to derive strategic insight from the organization’s big data.
• Module 2, Innovation leaders lab: A one-day experience equipping leaders to create an environment in which innovation can flourish.
• Module 3, Artificial Intelligence for business growth: A two-day, BTS-led experience about capitalizing on artificial intelligence to drive business growth.
• Module 4, Master classes: Two-day sessions featuring the organization’s internal experts on exploiting cyber security, 5G, and cloud technologies.  
• Module 5, Emerging technologies: A four-day, joint-facilitation effort covering IoT, smart cities, and robotics.  
• Module 6, Digital excellence symposium: A daylong set of internal expert-led knowledge sharing sessions featuring data visualization, drones, and other emerging technologies.

Results

To date, the initiative has reached eight cohorts of leaders. 87.6 percent of those leaders reported that they would recommend the program to a colleague. Given the program’s success so far in transforming the traditional telecommunications organization into a digital services provider, the organization plans to run many more cohorts in the future. Overall, the experience has catalyzed the organization’s continued growth by empowering its middle management to navigate the digital landscape with confidence.

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

A leading global life sciences company was operating at the forefront of scientific innovation, delivering therapies to millions of patients around the world.

The organization's strategy called for Medical to play an increasingly visible and influential role across the enterprise, not as a scientific function operating in parallel with the business, but as a core contributor to strategic decisions spanning pipeline priorities, governance forums, and commercial direction. The ability of medical leaders to operate at that level had become a strategic imperative.

These leaders were not generalists. Many had built careers in academic and research settings, developing deep expertise in science and medicine. In their roles, they operated at the intersection of R&D and commercial, translating scientific insights into strategy, influencing governance forums, and shaping both pipeline and brand decisions. These were among the most complex and high-stakes leadership roles in the organization.

As these leaders took on broader, enterprise-facing responsibilities, the nature of their work shifted. They were expected to work across functions, influence diverse stakeholders, and contribute to decisions that balanced patient, scientific, and commercial priorities in increasingly complex, cross-functional environments.

While highly capable, many had not yet had the opportunity to develop these enterprise leadership skills. With strong competition for talent, the organization recognized the need to accelerate development from within and ensure its leaders could operate as true enterprise contributors.

Solution

BTS partnered with the organization to design and deliver a four-month immersive leadership journey focused on building enterprise leadership capability in some of its most critical roles.

The program engaged 165 leaders across six cohorts, primarily senior leaders in medical affairs, market access, and health economics. Designing an experience that would genuinely resonate with this audience required more than adapting a traditional leadership curriculum. These leaders operated in highly specialized roles, navigating governance forums, balancing scientific and commercial trade-offs, and influencing cross-functional stakeholders without formal authority.

To reflect that complexity, BTS co-created the experience with senior stakeholders across the business, grounding the journey in the actual decisions, stakeholder dynamics, and enterprise challenges participants faced in their day-to-day work. That specificity was essential to making the experience credible, relevant, and immediately applicable.

The program focused on strengthening three capabilities critical to enterprise leadership:

• Enterprise mindset
• Influencing across the organization
• Communication and storytelling

To build these capabilities, the journey combined assessment, practice, and application through a set of integrated experiences:

Enterprise simulation and assessment (in-person)

The journey began with a simulation based on real governance forums and asset-level decisions. Leaders worked through role-based scenarios with assessor-coaches, navigating trade-offs and stakeholder dynamics in a realistic enterprise setting.

Each session included immediate feedback supported by:

• Simulation observations
• 360 executive presence assessment
• Personality insights assessment

This established clear, evidence-based development priorities tied directly to each leader's role and business context.

Experiential workshops (2 x 1.5 days)

Leaders then participated in two immersive workshops focused on decision-making and influence in cross-functional environments.

Using real business scenarios, participants practiced aligning stakeholders, navigating ambiguity, and communicating complex scientific insights with clarity and impact. The workshops emphasized active practice and real-time feedback.

Individual coaching (throughout the journey)

Each participant worked with a dedicated assessor-coach to translate insight into action.

Coaching centered on upcoming business decisions and stakeholder interactions, with manager involvement helping reinforce alignment with enterprise priorities and day-to-day application.

Peer learning and application (ongoing)

Leaders participated in small peer groups that met throughout the journey to reinforce learning and accountability.

These sessions created space to reflect, share experiences, and apply new approaches in real time, helping build consistency across the organization.

Across every element of the journey, the work remained grounded in real business challenges. Leaders built capability by practicing the same decisions, conversations, and trade-offs they faced every day.

Results

The program's success led to continued investment, with new cohorts of more than 200 critical role leaders now underway. Overall, the program strengthened how leaders think, decide, and influence, improving both decision quality and cross-functional execution.

Impact was assessed through:

• Post-program surveys
• End-of-journey evaluations
• 49 structured interviews with participants and their managers

Every manager interviewed reported sustained positive behavior change. The most significant shift was in how leaders approached decision-making. Participants engaged stakeholders earlier, clarified trade-offs more effectively, and showed up with greater confidence in governance discussions. As a result, decisions moved faster and with less friction.

The impact extended beyond the Medical function itself. Colleagues across commercial, R&D, and other functions began noticing a tangible difference. Medical leaders showed up differently in joint forums, communicating complex scientific trade-offs more clearly and building alignment more effectively across competing priorities. Conversations that once required multiple rounds of clarification increasingly moved to alignment more quickly.

Leaders consistently improved in several key areas:

• Earlier alignment before formal decision forums
• Greater confidence navigating ambiguity and enterprise trade-offs
• Stronger influence across cross-functional groups
• Clearer, more concise communication of complex scientific insights

Collectively, these shifts improved cross-functional decision-making and execution across the organization. Leaders were better able to prioritize enterprise value, align diverse perspectives, and ensure medical insights were clearly understood and acted upon.

The impact extended beyond individual participants. Leaders applied these approaches within their own teams, reinforcing more consistent ways of working across the organization and helping position Medical as a strategic enterprise partner rather than solely a scientific function.

Client challenge

Wellstar Health System, one of Georgia’s largest healthcare systems, had already invested heavily in leadership development for senior leaders. But as the organization navigated rapid growth, a major acquisition, and the demands of a shifting healthcare landscape, it became clear that the greatest leadership challenges were happening at the front and midline.

“Some of the greatest leader challenges are really at the front and midline levels… we’ve invested heavily in leadership development, putting more emphasis on our front line and mid-level leadership in terms of outcomes, said Laura Dannels, Chief Talent Officer at the time.

We’re not an organization who believes in just investing in high performers… you’ve got to invest in your entire workforce.”

Wellstar partnered with Sounding Board to bring a more scalable, flexible coaching solution to leaders across the organization.

The solution

Partnering with Sounding Board, Wellstar designed a scalable, personalized coaching program to extend leadership development across the organization while maintaining the quality of one-on-one coaching.

A proprietary 360 assessment, aligned to Wellstar’s leadership behaviors, served as the foundation for each coaching engagement. This ensured development was directly tied to how leaders show up and lead in practice.

“We really wanted to ground the coaching to a framework that matters to our organization,” said Garry Gross, Executive Director of Leadership Development. ‍

“Helping our leaders create an environment where our mission, vision, and values come to life was paramount.”

Program goals:

• Develop leadership capabilities aligned to Wellstar’s mission, vision, and values
• Deliver personalized, relevant development for leaders at all levels
• Strengthen the leadership bench and support succession planning
• Foster a culture of innovation, learning, and engagement

Program overview:

• Personalized, one-on-one coaching for leaders at all levels
• Capability development aligned to Wellstar’s values
  • Serve with Compassion → Builds relationships
  • Pursue Excellence → Drives results, leads teams, and plans strategically
  • Honor Every Voice → Fosters inclusion and respect for differences
• Scalable delivery across frontline, mid-level, and clinical leaders
• Digital tools to track goals, capture insights, and measure progress

This approach made it possible to deliver consistent, high-quality coaching across roles and locations while keeping development relevant to each leader’s day-to-day work.

Results

As the program unfolded, Wellstar began to see a shift in how frontline and mid-level leaders showed up across the organization. Leaders in these critical roles had more consistent support navigating day-to-day challenges, and managers gained better visibility into how their teams were developing. Coaching became a more practical, embedded part of how Wellstar supports leaders in a complex healthcare environment.

Higher engagement and satisfaction

• 96% of participants said the coaching experience was worth the investment
• 99% said they could immediately apply what they learned to their day-to-day work

Measurable leadership growth

Participants reported double-digit growth across leadership capabilities including:

• Executive presence (+16%)
• Organizational collaboration (+14%)
• Strategic thinking (+13%)
• Time management and prioritization (+13%)
• Communication (+11%)

Stronger retention and mobility

• Coached leaders achieved a 90% one-year retention rate
• Retention for coached leaders was 31% higher than non-coached peers
• 3% of participants were promoted into new roles, exceeding organizational goals and industry benchmarks

Learn more about Wellstar’s leadership coaching journey with Sounding Board in this feature in Becker’s Hospital Review.

Client need

For a 175-year-old technology company, competitive advantage isn’t just built on technical innovation: it’s built on leaders who know how to get the best thinking from every person around them. That culture of drawing out ideas, developing people, and driving innovation through engaged teams had been a defining feature of the organization for generations. And it depended on having the right infrastructure to keep developing frontline leaders at scale.

In 2020, that infrastructure was disrupted. The COVID-19 pandemic forced the organization to pivot its in-person development to virtual almost overnight, risking the erosion of frontline leadership capability while simultaneously needing to navigate the broader shocks of the pandemic: supply chain volatility, shifting materials costs, and a workforce managing profound uncertainty.  

Stalling frontline leadership development meant risking productivity, employee engagement, talent retention, job performance, and downstream impacts on quality and operating margin, at a moment when the organization could least afford it.

The question now was how to reimagine frontline leader development to equip thousands of global leaders to continue supporting their teams through disruption, and to ensure the next generation of managers could help their people do their best work under any conditions.

Solution

The client partnered with BTS to reimagine frontline leader development from the ground up, equipping leaders globally with the practical skills, tools, and mindset shifts needed to support their teams in doing great, innovative work.

The partnership began in 2019, and over five years has reached over 1,600 frontline leaders capturing 700+ documented behavior change actions. In 2022, BTS collaborated with the organization to refresh the program to reflect their evolving strategy and develop a sharper focus on supporting a culture of continuous improvement and innovation with coaching and feedback.  

The blended program experience combined the following elements:

• Immersive leadership simulations: Scenario-based experiences placing leaders in realistic situations, surfacing Multiplier and Diminisher tendencies in real time and making the learning immediately personal and actionable

• Multipliers and Diminishers framework: A structured exploration of how leaders either amplify or diminish the intelligence of those around them, including specific “experiments” leaders could use to better understand their own leadership approaches

• Custom leadership frameworks: Including a structured, step-by-step process for having significant feedback conversations, a tool to understand and flex to communication preferences, and a coaching approach designed to help leaders guide team members toward their own solutions, building capability and long-term ownership.

• Structured application sessions — on-the-job practice components designed to bridge the gap between the program experience and day-to-day behavior, giving participants specific frameworks to apply immediately with their teams

• Peer networking and breakout groups — cohort-based learning that participants identified as a standout feature, both for deepening the learning and for building cross-functional relationships that extended beyond the program

• A commitment-capture platform integrated into the program to log participant actions and reinforce behavior change after the program ended; over 670 participant actions were captured across the program’s delivery

Throughout the program, leaders examined the impact of their own behaviors, recognizing where they were unintentionally diminishing their teams, and built new habits around challenging, creating space for mistakes and learning, listening, questioning, giving developmental feedback, and creating ownership. The feedback model gave participants a practical process for the positive and constructive conversations that actually change performance.

Results

More than 1,600 frontline leaders and individual contributors have participated in the program—the population closest to daily execution, quality, and operations. A recent impact study told a clear story about the effects of the program across participants:  

100% of participants reported actively applying what they learned. 59% reported producing significant, measurable business impact, with concrete evidence to describe it.

The results weren’t theoretical. One engineering leader restructured how his team developed project plans, creating space for debate and ownership instead of coming in with the answer. His team exceeded their quality target by 10 percentage points and accelerated the project timeline by +4 months.

One production leader used the feedback model to coach a struggling supervisor and cascade the process across his entire leadership layer. His unit reached #1 performance in its division, improving a key quality KPI by more than 18% year-over-year. A department head with over a decade in leadership set new production records after learning to flex his communication style and draw out quieter team members. And a development lab supervisor used the program to clarify her leadership identity, earn a promotion, and coach her direct report to one as well.

The study also confirmed that when managers actively supported participants post-program, the likelihood of significant business impact increased substantially, shaping the organization’s next phase of reinforcement and cohort follow-up.

For an organization whose competitive advantage rests on the innovation and intelligence of its people, the program gave its leaders something technical training rarely delivers: the confidence, the tools, and the self-awareness to make everyone around them better.

Testimonials

“The program gave me greater confidence to try new things as a leader. It helped me realize what I do and what I don’t do.”  - HR Leader

“The skills I learned in the training helped me be more efficient. It helped me do the right thing, right away.” - Production Manager

“Feedback is very important to create a positive environment; and how to [give] feedback is a specific skill I learned from this training and how to share constructive feedback.” - Production Leader