Case Studies
Learn more about the impact of our Leadership Programs and Tools that have helped over 300 business across Australia today.
Case Study: Haigh's Chocolates
Learn how Haigh’s Chocolates overcame their challenges of a leadership succession in the business.
Case Study: A.H. Beard
Discover how the unique partnership with Integrity and Values delivered both personal and professional outcomes for A.H. Beard.
Case Study: Centrals Earthmoving
Read more on how our results-driven team leadership coaching empowered the executives at Centrals to align teams, boost performance, and drive strategic growth.
Case Study: Coleman Brands
Learn how Coleman Brands transformed its leadership culture and ranked #2 on BRW’s Great Places to Work list with a 24-month leadership development program by Integrity and Values
Case Study: ARC Group
Find out how our Leadership in Action Program transformed the executive team at the ARC Group. A must-read case study for CEOs and business leaders driving growth and accountability.
Case Study: DEM Fire
Read about how executive business coaching helped DEM Fire drive growth, align teams, and lead with purpose. Find out how our Vision and Values Workshop helped transform their leadership.
Case Study: Sanitarium Health Foods
How Sanitarium transformed leadership and culture through organisational leadership training—improving retention, team performance, and business outcomes across the company.
What our clients say...
What our clients say…
“I want the company to be able to run without the next generation feeling the pressure of having to run it.”
Alister Haigh, CEO, Haigh's Chocolates
Alister saw a pressing need to systemise and professionalise Haigh’s before he stepped back. He knew that Haigh’s focus would have to expand from making premium chocolates to include visionary conversations that aligned with their strategic goals.
“You need people around you that are better than you and are more attuned to what you’re wanting to achieve. We have seen the benefits through two general managers and now two CEO’s from outside the family, to be where we are today.”
“Before the program there was little accountability from leadership to staff. The program improved alignment with our core values, increased confidence and gave the Managers the tools to deal with conflict and ask the hard questions.”
“Up until my personal Integrity and Values coaching, I’d been working with business coaches around understanding how to try and run a better business, and how to grow your business. Whereas, Integrity and Values’ approach and was much more focused around behaviours, which resonated with me.”
“While functionally competent in their core roles; there was a lot of siloed activity in the Leadership Team. I felt we had a leadership competency gap which we needed to overcome rapidly. This was one of the main reasons for engaging Integrity and Values.”
“Our Vision and Values work with Integrity and Values has provided us with check points for the business to measure our decision-making against. I have learnt to ask myself these questions whenever I have a conversation or decision to make, ‘Does this decision align with our values?’, ‘How does this behaviour support our vision and values?’ For me, this is the most powerful tool from the work we did.”
“The culture permeating the business was one of knowing what was going on, with an unwillingness to speak up! This culture was killing the business and management did not know what to do to fix it.”
“‘It is confrontational, but in the way it needs to be to cut through the noise and nonsense you accumulate as you grow as professionals. As someone who’s been in the working world for many years, I have experienced first hand how you absorb perceptions of how you should or should not behave throughout your career. Integrity and Values identifies these throughout the program and teaches us to ‘get real’ and take them on. ”
“There was a sense of recognising that the team is only as strong as the experiences you go through together. Realising that how we function as a team is the thing that’s being tested, not us as individuals.”
“We have seen the culture change, and we are seeing the positive effect of this in the company’s performance. One of the measures of this is that we are extracting around 35% more revenue out of the same asset base we had 11 years ago. This is a saving of tens of millions of dollars in capital expenditure. We attribute a lot of that to the increased ability of our teams to put systems in place to achieve such results.”
