RIDG empowers Fortune 500 and emerging technology companies to make positive change, resulting in the growth of people and profit. Through design thinking and innovative processes, companies shape, visualize and MAKE their future with RIDG.
See our case studies below to learn how we’ve helped our clients in the past.
Challenge: Our client was serving a Fortune 500 company who was looking elsewhere to get their core needs met and considering ending the working relationship. They were afraid of losing a long term relationship and profitable client.
Result: We didn’t just stop the leak, we helped them build a whole new ship. Over the six months following the facilitation, a spin off was created that yielded a 10x return of total revenue for our client within the next year. Their $2,000,000 client was transformed into an intellectual property producing partner worth more than $20,000,000 to date. (18 months post-project)
Story: Our client and their core client partners gathered for a full-day Partnership Alignment facilitation – the goal was to gain focus and clarity around what worked in the past, what the future of their relationship could look like, and the critical lines of focus necessary for them both to succeed.
Before coming to the Partnership Alignment Facilitation, our client created an in-depth relationship retrospective that established a history of the work accomplished and the changes they made as an organization. The retrospective tells the story of what happened, but also points out key challenges, learning points, and how our client transformed in response to what occurred.
We designed space in the session and on the visually-facilitated work for our client and their core partners to provide feedback on the relationship retrospective. After creating context maps to identify future trends and disruptors, and discussing shared context, our client and their core partners could establish their primary value drivers – the characteristics that would differentiate and strengthen the future relationship.
Both parties then cast a BIG vision for the future – what will the partner/client relationship look like in 2018? Developing lanes of focus allowed our client to focus their decision-making over the coming months, and also gave their core partners a window into their internal strategic plan. We then asked both parties to imagine it was 2018 and if they had failed, to identify the reasons.
This allowed both parties to gain clarity around immediate actions that could be taken to prevent those failure conditions. By the end of the session, both parties had momentum and clarity around what to do next and were aligned and moving in the same direction.
Challenge: Our client was experiencing great success and growth, but found critical team members minimizing their roles and impact with the client and the business. They were “just getting the job done” instead of identifying and adding more value. They expressed feeling overwhelmed by the “big, fuzzy, uncertainty of the project” stacked with no time to learn the complex adaptive skills over the next six months.
Result: We created a rapid fire, real time, immersive training session to gain all the innovation skills simultaneously by leveraging the current problems to produce the training. The end result was the individuals (who did not own product development or inside sales) decreasing product development time by 12 months and yielding over $5,000,000 in sales.
Story: Our client and the core team of five gathered for a half day facilitation-driven training. The participants used the tools and facilitated exercises to build the skills. We designed the solution so their participation provided them with the feeling of owning the content as they created the course, live, onsite, with the instructor.
They first set the agenda and the core outcomes – what they wanted to learn. Then they were guided through a series of exercises to enhance core skills of the innovator: visual thinking and communication, collaboration, design thinking principles, problem solving capacity, prototyping, testing and intellectual curiosity.
They identified the core problem on which to practice their skills and used this as the focus for the entire session. The resulting handbook served as a guide for them to continue to collaborate and transformed into a five-month training program they were able to lead internally utilizing the core strengths of their organization.