They spent €2.4 million trying to fix their culture.
One session found what was actually wrong.
The situation.
€2.4 million invested in culture and leadership development.
Agencies.
Diagnostics.
Organisational psychologists.
Engagement platforms.
Leadership programmes.
Change campaigns.
Three years.
Eight thousand employees.
The same patterns kept running.
The session.
One SSC session. One question: what is blocking growth?
Together, 29 potential growth blockers were mapped. Pricing. Leadership alignment. Structure. Culture. Technology. Processes. Competitors. Market conditions. Twenty more.
The word ‘Customer’ did not appear once.
A B2C business had unconsciously excluded the customer from its own operating system — then built a perfectly coherent story for why that was fine.
When the exclusion became visible, it became optional.
what happened.
Within weeks, customer language reappeared in leadership meetings, strategy documents, and dashboards.
The insight moved from one executive to the full leadership team. The next CEO address focused on one word: the customer.
The €2.4 million was not wasted. It was waiting.
SSC did not replace their development architecture. It removed the block preventing it from working.
One session. One shift.
a not on how this worked.
This session was run with a Head of Culture — not the CEO. Culture change is the CEO’s job, not because of hierarchy, but because the organisation follows whoever has the authority to redefine how it operates.
A Head of Culture can carry insight upward brilliantly. A CEO can act on it the same afternoon.
This case shows what SSC can surface in a single session. It also shows what becomes possible when the right person is in the room from the start.
Want to speak to the client directly? We can arrange that. Some conversations are more convincing than any case study.