Cases

Hattatsu Group

Launching a consulting direction within a manufacturing company

Described the organizational structure of the new company
Described the competency profile of employees
Conducted employee hiring
Conducted employee training
Supported the first months of work

Successful launch of a new profitable business direction

NDA

To relieve the company’s division from a state of stress

Diagnosed stress responses through interviews, segmented employees accordingly, conducted training sessions incorporating cognitive-behavioral therapy, held individual psychotherapy meetings, and provided recommendations to management.

Improved mood and increased employee productivity are attributed to our involvement, resulting in significant growth in departmental profitability.

AGC

Initiate the first phase of the company's IT transformation by designating IT representatives in each department. These representatives are non-IT employees who possess a strong understanding of their department’s processes and local automation tasks.

Described the requirements for functionality and competencies of IT representatives in the departments
Selected the required specialists within the department
Organized an in-person training initiation on a wide range of topics - from independent use of basic digitalization tools to drafting technical specifications for external contractors
Launched a series of supportive meetings for IT representatives

A team of 20 specialists from different departments, who on one hand speak the same language, but on the other hand deeply understand the specifics of process automation within their area. The team has become the foundation of the company's IT transformation.

NDA

In addition to the usual strategy session - to resolve a long-standing conflict between two major divisions of the company.

As part of a series of interviews with individual employees, a set of mutual grievances was collected and formulated
A strategy session plan was created, which includes separate and joint stages.

During the strategy session:

• employees from different departments were reintroduced to each other,
• mutual grievances were uncovered and discussed,
• a joint discussion of common problems was held,
• several activities for emotional closeness were conducted.

The best way to talk about the results is one of the participants' statements: "We thought they didn't know how to work at all, but it turned out they are really great guys."

NDA

The business owner held the positions of CEO and COO, working 60-70 hours a week, and felt like a deeply unhappy person.

Developed a target state together with the client regarding the number of working hours per week and the type of expected workload.
Formulated a set of necessary changes, which included managing incoming information, task-setting procedures, and methods for monitoring their execution.
Formulated a set of regular procedures and habits that should lead to the target state.
Worked with the client in the format of regular short daily meetings for monitoring implementation, making adjustments as necessary.
Added a series of psychotherapy sessions to address some internal limitations.
Gently released the client into independent operation, ensuring that the correct work regimen had been established.

The exit from the owner's operation freed up resources for launching a new business direction in the following six months after the start of operations.

NDA

Build an optimal organizational structure for the company that will enable a tenfold business growth.

In a series of interviews with employees from different departments, key processes for scaling were identified.
A workload increase model was created for various functions in the company to calculate the necessary number of employees.
An optimization of the calculation structure was carried out, for example, grouping some functions within new positions.
Functional descriptions and key metrics for each position in the new structure were formulated.
A model of the company's payroll dependence on sales volumes was built, proving the justification for expenses.

The HR department of the company was provided with the ready action plan that was implemented.

NDA

A successful company at another stage of its development requested an external assessment of the overall state of affairs in the company, and in the management team in particular.

We conducted a series of interviews with top management and employees at various levels.
Summarizing the observations, we formulated over 50 hypotheses about what is happening in the company.
We conducted a survey for over 90% of the company's employees to test the hypotheses.
We conducted psychological testing of the members of the management team.
As part of the report, we presented a comprehensive vision and recommendations for the company as a whole and for each top manager individually.

The owner of the company sought a second opinion on the company's development issues.

NDA

The company identified the low level of middle management as a key systemic issue and requested assistance in addressing this problem.

Identified a group of potential candidates for management positions over the next 2 years.
Launched a mastermind group that included the current management team and new candidates.
During weekly meetings, discussed practical real cases of group members and theoretical aspects of management.
Updated the group roster by adding new promising candidates.

The new management framework allowed the company to double its revenue through effective differentiation of RUN and CHANGE functions and quality process management.

NDA

To define the psychological and behavioral profile of the client’s top performers in order to systematically replicate their success within the organization.

We conducted a series of in-depth business and psychological interviews with 10 key employees. During the process, we:

• analyzed more than 100 behavioral, cognitive, and motivational factors;
• identified recurring patterns in thinking, decision-making, and interaction;
• validated qualitative insights using established psychometric methodologies to quantitatively test our hypotheses.

Based on this analysis, we defined a standardized top-performer profile — the company’s “DNA”: a set of stable cognitive, behavioral, and motivational characteristics.
The model became the foundation for standardized assessment tools that enable the company to:

• identify potential top performers among current employees;
• use the profile as a hiring benchmark;
• integrate the model into performance evaluation and development processes.

The tools were scaled across several thousand employees.

The company obtained a data-validated top-performer profile that now informs decisions across the entire HR lifecycle: hiring, assessment, development, succession planning, and leadership team formation.
This reduced subjectivity in talent decisions and created a sustainable competitive advantage.