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Coca-Cola
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Case Studies

These are high-level summaries that show the benefit and value of the work we do.  For a more in-depth discussion about how we can work together, contact us.  Let's sit down and start a conversation.

 
 
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Michigan State University

Michigan State University, a leading American university in African studies, was faced with the challenge of how might to transform a 70 year-old colonial-style partnership into one of equality and mutual respect with institutional partners across the African continent.

The University hosted a 3-day co-creation workshop with a diverse group of 15 thought leaders from across the African continent. The objective was to listen, build trust, and create a shared vision, strategy, and an innovative partnership model.

The workshop provided a space that allowed all participants to be heard, establish trust, and form community.  Coming into the workshop, MSU’s primary focus was the physical and business attributes of the partnership rather than a true relationship, which frustrated the African participants.  It was not until an elegant African Ph.D. and thought leader stood and spoke her truth: “I look forward to the day when US and European institutions invite us to help them solve their problems.” When that statement was made, MSU realized they had to shift its thinking of how they viewed African institutions.  The relationship could no longer be about solving African problems but working with African institutions to solve global problems.

 
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The Coca-Cola Company

 The Coca-Cola Company (Coca-Cola) was faced with the challenge of how to elevate the associates’ experience throughout the organization and increase engagement, resulting in improved employee satisfaction scores.  Coca-Cola chose Humangood (an iteration of human-centered design) as the foundation to develop an internal innovation program and drive results.  The company started with three initial pilots to demonstrate the viability of the approach, gain overall support, and build core competencies and storytelling.  The pilot programs focused on making a small bet with quick wins and creating a tipping-point to quickly prove the process value to both the senior management and organization.

The objective of the first pilot was to use Humangood to re-think how a recently merged team could improve morale, productivity, and service by finding a way to work better together, communicate, and function seamlessly as an internal service provider to the rest of the organization.  

At the end of the workshop, senior leadership was impressed with the ideas generated.  The prototypes were innovative, impactful, and scalable.  They were especially impressed with the almost immediate development and high level of associate engagement, camaraderie, and on-going commitment to see the project through to final development.

The participants were excited about their accomplishments and felt empowered to have solved their own problems.  They were proud.  It was a badge of honor for the group.  As facilitators, we noticed the amount of goodwill created within and between the two recently merged departments.  There was greater respect, understanding and trust building, resulting in an outlook of possibility and cohesion, which did not exist prior to the workshops.


 
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European business Aviation Association

 The EBAA found itself and the European business aviation sector invisible, unknown. It had been flying under the radar when it came to the rest of aviation industry and general public.  European business travel was on the rise. The EBAA needed to create a communication strategy to prove that need, value, and resources were available and ready to meet the growing demand across Europe.

The EBAA engaged three major PR/Communications agencies - Edelman, Ogilvy, and Burson-Marsteller to design and develop this strategy, each with its own market segment.  Humangood was used to create a unified understanding of the current situation, using the three agencies as a single brain trust for innovation and cross-pollination of new ideas.  The workshop fostered collaboration and co-creation instead of competition.

Together, the EBAA and the three agencies creates a unified and shared vision. Humangood was able to cultivate a single mindset, voice, and tone, which is critical in major communication strategy across different audiences.  Most importantly, the team worked together to discover the backstory and invisible barrier that could have sabotaged their efforts. Understanding why the sector had chosen to remain invisible until this point was the real lynchpin in ensuring success and eclipsing a failed strategy and return on investment. The EBAA found themselves and the European business aviation sector invisible - unknown. They had been  "flying under the radar" when it came to the rest of aviation industry and general public.  European business travel was on the rise. The EBAA needed to create a communication strategy that would prove the need, value, and resources were available and ready to meet the growing demand across Europe - like the rest of the world.