Case Studies

Insights inspiring action. Realizing potential with tangible, real-world results.

Realizer doesn’t deal in complex theories – we get straight down to business and work on real, live business issues.

Some of the different types of decision we’ve helped with are below, as well as some of the techniques we used to make a difference. You can also see our client list and testimonials for more evidence of our obsession with delivering training – and coaching – that really works.

Every piece of work we do is delivered to the highest standard, and carefully crafted to meet your specific needs which we discuss with each client in depth.

Cultural Transformation

Leadership retreat

Realizer presented at a CEO forum, and was subsequently hired by the managing partner of a law firm to run a leadership retreat focused on transforming their culture. We tailored a structured program guiding the leadership team through an approach to culture, starting with the results of a whole of company diagnostic of what they thought of the culture and work environment. We interviewed a key client together, analyzed the company culture using the Cultural Web process, looked at the role of decision-making in a company culture – and ultimately produced 4 streams of work, owned by members of the team which immediately got traction after the retreat.


  • 6 of the 7 participants scored the retreat a 10/10.
  • 3 months post workshop, the Managing Partner wrote: “Our firm culture is simply fantastic, so pleased with how we are progressing, and we continue to implement new elements from what came up over the retreat.”
Restructuring a Disengaged Team

Disengaged, low alignment team

Realizer worked with a major organisation to run an offsite for a business unit with low engagement and alignment scores. We created a day called Teams & Trust to address the 5 dysfunctions of a team. We established self awareness by running a team diagnostic before the workshop and presenting the results to the team at the start of the day. We then facilitated an agreement on the top 3 things to fix, so everyone had a chance to air their opinion through the team diagnostic, through discussion and through voting.

During the second section of the day Realizer created a tangible vision for the team by writing a team CV for a year’s time. What would you want the team’s achievements, credentials and values to be? We also looked at bright spots, times when people had been in other teams which worked well, and what could the team learn from that? Many people’s highlight of the day was a feedforward exercise where you request and receive ideas to improve in an area of your choice, taking turns in pairs to listen to each other’s ideas.

The last section of the day was about how you bridge the gap between where the team is today and where it wants to get to. The team’s structure was the burning issue, and Realizer facilitated a team decision process carefully examining “the real problem”, the criteria, the options and then scoring the options against the criteria, and making a decision. Finally, the team each created a personal action plan for what 1 specific thing each of them would do to create change.


  • The team leader reported a massive positive shift in team attitude after the day.
  • On the day, 78% of the attendees gave it a 9 or 10 out of 10 when asked whether they would recommend the session to a friend or colleague.
Brave Decisions

Should we be brave with our client?

In Realiser’s first ever Real Time Decision workshop, one team was looking at whether they should continue to present innovative, brave marketing recommendations to a client who never proceeded with any of them, and in a situation where partner agencies didn’t like this team making big recommendations. By working throughRealiser’s decision-making process live in the workshop they decided that their best decision was to be brave.


  • 9 months later, they had got an innovative piece of work signed off by the client and the final campaign was such a success they have been short listed for the Mumbrella Bravery award.
Major Recruitment Decisions

>People Decisions Training

Recruitment is one of the areas where biased decisions creep in most often. If you just go and shoot the breeze over coffee, you’ll end up recruiting someone who is good at having a chat over coffee, not necessarily the person whose track record proves they are best for the job. Realizer created and ran a People Decisions course to tackle recruitment, probation, and team-building and successfully ran it in conjunction with the Beaumont Group. The main element of the session was to introduce behavioural interviewing as a way to reduce bias and improve your interview accuracy rate from 56% (average of unstructured interview processes) to 85% (about the maximum you can get).


  • Feedback on the day had 77% of participants say it exceeded their expectations.

Recruiting a GM<

Rob also worked with a Business Owner who was recruiting a General Manager from the final 2 candidates. We looked at how to use past behaviours to predict future behaviours, and the executive ended up conducting a much more thorough interview than usual, rather than relying mainly on gut feel. Additionally we introduced the pre-mortem technique to analyze the possible risks with each candidate and how to avoid them.


  • 3 months in the chosen candidate is going well, and the Business Owner has had a candid conversation with them about what they need to do to make sure it’s successful
Strategic Business Decisions

Understanding risks before pressing “Go”

All of Rob’s training sessions focus on making real life decisions. In one recent workshop with a group of CEOs, one CEO was thinking of outsourcing some of his business functions to an offshore admin centre. Rob had each table conduct a pre-mortem exercise where each person around the table spent 5 minutes imagining it is a year’s time and the outsourcing has happened and been a disaster. Each person writes down all the reasons it might have been a disaster. By doing this the group surfaced some real risks that the CEO hadn’t thought of including logistical, cultural and financial issues.


  • The CEO was able to then make the decision with a better understanding of how to mitigate the risks. And the whole exercise only took around 15 minutes.