ENSPARK
CASE STUDIES
Successful strategic alignment in a post-COVID world
A national non-profit organization emerging from the pandemic needed to reassess their overall strategy, given how much COVID affected their industry.
They turned to EnSpark to examine how to best adapt to a post-pandemic business environment and create their desired future.
In response, the EnSpark team designed and facilitated an 8-month strategic planning process. They engaged leaders and members to envision, design, and implement plans that accommodate and serve a post-COVID world. EnSpark contributions included online stakeholder input sessions, a vision workshop, strategy committee meetings, and hybrid listening sessions, so all stakeholders were bought into building the future of the organization.
Now, all leaders and staff are activating a step-by-step plan that aligns resources, projects, and energy to strategically fuel their future. Led by clear guideposts collectively created by team members, they’re optimized to make decisions about what they’ll do—and NOT do—to capitalize on any new opportunities on the horizon.
A more inclusive & collaborative workplace via DEI culture transformation
Embarrassing headlines compelled a high-profile and highly revered organization to take an honest look at the negative impacts of its leadership management—along with its lack of inclusion, lack of promotions, and lack of support for the organization’s women and people of color.
They needed a seasoned support team to build a safer, more inclusive, and more collaborative workplace—and invited EnSpark to assist. The EnSpark team created a 12-month DEI culture transformation initiative. They designed leadership development sessions. Oversaw the development of a new statement of principles. And established an implementation team to follow through on recommendations.
EnSpark’s comprehensive approach generated new processes that quickly addressed DEI issues, and created a foundation for a safer and improved workplace culture. Plus, staff was empowered to develop and implement changes with the support and buy-in of the leaders.
A call-to-action summit to alleviate global poverty
Solving for global poverty is among the most pressing global challenges. An NGO dedicated to improving the lives of others knew they could bring more innovation and practical solutions to this problem by harnessing all the strengths, wisdom, energy, and creativity of the gathered stakeholders.
They also knew they couldn’t do it all themselves.
They needed an expert in meeting engagement technology and large-group meeting facilitation to ensure everyone had the means, support, and tools to contribute their best ideas and generate new solutions for change.
Enter EnSpark, who designed plenary and breakout sessions to maximize engagement among the 600 participants. Topics focused on key levers of change within education, banking, health, and beyond.
This custom-designed meeting summit captured group wisdom, fostered shared understanding, and accelerated change efforts. The documentation, theming, and real-time synthesis of qualitative and quantitative data that EnSpark captured generated solutions and actions to help alleviate the complex problems of global poverty.
The participants left the summit with renewed energy, cooperatively designed solutions, and clear paths forward.
Aligning 300 leaders toward critical objectives across a complex multi-national company
A global manufacturing company aimed to elevate organizational performance, increase the public’s awareness of their brand, and earn a Great Place to Work designation.
But getting all their leaders—who head complex, multi-national departments—to align to this common purpose and to mutually agreeable goals was a daunting task.
They needed to get everyone on board—with focus and no friction.
To reach their objectives, the company chose to work with EnSpark…because they knew this team had the chops to help them achieve these critical goals.
EnSpark designed and facilitated a series of in-person summits in Europe, Mexico, and the U.S. to bring content and context to each set of participants.
In these trusting, supportive environments, the 300 leaders engaged in frank conversations, forged clear strategies for new market development, strengthened their leadership impact, began transforming IT infrastructure, and made individual commitments to elevating the company’s performance.
As a result, the company’s leadership developed actionable goals across the organization, and they met their core business objectives.
On top of these successes, they ultimately did earn a Great Place to Work designation—in recognition of the organization’s overall systemic improvements in performance, transparency, reputation, and leadership.
