After a sustained period of success and rapid growth, both in terms of market capitalisation and headcount, a multinational oil and gas exploration company found that it was becoming harder and slower to get things done. The company had grown organically and quickly in order to deliver maximum short term value to shareholders, but this had led to an inefficient organisational model with too many poorly integrated processes, a lack of clarity around roles and responsibilities and unclear financial control / accountability below Group level. The effect was that decision making was slow, internal friction was high, there was considerable duplication of work and a collective sense that the company had grown too big and clunky. The CEO and COO recognised this, and empowered a senior leader to set up a project team with the goal of significantly simplifying the existing operating model and restructuring the company.

The UK Head of Insights, at a large, multinational consumer healthcare company, reached out to Vista Insights for help with ‘knowing what we need to know’ about consumer and healthcare professional opinions of, and interactions with, a newly acquired specialist skincare brand, in order to guide and develop category and brand growth planning activity. Internal resource within the UK Insights team was limited (a team of 3), stretched across existing day-to-day research projects and lacked the skills to take on this task internally.

Vista Insight was contacted by a FTSE 100 company who were proposing to conduct a Group-wide staff survey. The last survey was undertaken prior to significant changes in the company’s operating model and size and the company was keen to re-launch their employee survey so that it focused less on “employee engagement scores” and more on providing actionable insights that would act as a springboard for meaningful and sustainable change.

Vista Insights was contacted by a small, online B2C organisation looking for help with a long-standing source of friction between the product development and IT teams. As the company’s growth has accelerated, unabated by the COVID 19 pandemic, the problems created by the lack of alignment between IT and the rest of the organisation, generally had increased. Leadership correctly identified that staff within IT and outside IT were honest, loyal and hardworking. So it was difficult to understand why problems continued to persist, let alone escalate. But it was clear that something had to be done to re-build morale and trust across multiple teams and keep the company’s operations smooth and efficient.