Change methodology & case studies
Our approach is informed by the constraints and possibilities presented by the human brain — how people take in new information, approach their work and interact with each other.
Changing habits
We believe organisational change involves helping large numbers of people build new habits. As such, we closely follow the science of habit formation in our implementation process and we measure the success of an initiative by how frequently a new habit is activated. In doing so, we deliver behaviour change, not only plans or statistics.
Measuring change
Conventional wisdom may lead you to believe that the best way to measure the effectiveness of a learning experience is by asking participants how much they liked it.
At NLI, we know that these kinds of measures rarely predict actual behaviour change. Instead, we take a science-based approach, looking specifically at reliable indicators of new habits being built. This allows us to see the change as it happens.
To see this in action, read our case studies with Nokia, HP and more.
CASE STUDIES
GAP
HP
IBM
MICROSOFT
“Our partnership with NLI has been full of insights.”
Liz Friedman
Director, Global Performance & Development at Microsoft
“Our partnership with NLI has been full of insights.”
Liz Friedman
Director, Global Performance & Development at Microsoft
fEATURED CASE STUDIES
The Organisation: Global technology company A large-scale technological services and solutions corporation headquartered in the United States with over 100,000 global employees. Shortly after being appointed, the technology corporation’s new CEO discovered a company culture...
The Challenge In the age of digital transformation, learning new skills isn’t a luxury — it’s a business imperative. The White House estimates that 62% of American jobs, from those in customer service to finance...
At the end of January 2016, Nokia finalised its acquisition of Alcatel-Lucent, a French telecommunications company. By that point, it was already clear to Nokia leadership that one priority needed to be addressed: turning two...