Success stories · 2000 — today

Ten clients. Numbers from their reports.

Every figure below came out of the client's own review of the programme — cost savings, headcounts, days saved. Nothing here is a marketing estimate.

15,000

Maybankers trained

1,500

AirAsia staff, 4 countries

1,000

DiGi staff, culture journey

Accidents, Shell turnaround

Maybank staff at a QOM team building session on the beach

2000 — present

Teaming To Battle — 13,000 staff, 400 branches

15,000

Maybankers trained since 2000

Since 2000 QOM has trained roughly 15,000 Maybankers in service quality, team building, motivation and leadership. In 2003 the team ran one of the largest training projects in the country — Teaming To Battle — reaching 13,000 staff across 400 branches in both the bank and finance units. The aim was to shift employees from an operations mindset to one driven by sales and service. By the end of the project 70% of branches recorded significant improvement in sales and service quality, and the sales increase exceeded the training budget allocated.

Service quality
Culture change
Leadership

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AirAsia staff gathered for a QOM culture change programme

2 year programme

Culture change across four countries

1,500

Participants across 4 countries

QOM designed and delivered the culture change programme for AirAsia, Asia’s largest low-cost carrier. The programme reached staff in Malaysia, Thailand, Indonesia and the Philippines — 1,500 participants in total — and was built to support AirAsia’s human capital development strategy. QOM also assisted the AirAsia Academy in developing the AirAsia leadership model.

Culture change
Leadership model

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Petronas team celebrating during a QOM team building session

2008 — 2013

Six programmes with Petronas Carigali, 2008 — 2013

Projects delivered

Team building for the Petronas Carigali Pulai Workover team, focused on synergising the efforts of a multi-contractor crew working side by side. QOM has also delivered for Permata Skill Groups, UTP Scholars, Mitco Japan (2008), GTS-CPPO project management (2010), the Bokor Project (2012) and the Samarang Project (2013) with Petronas Carigali and Schlumberger.

Team building
Project management

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Shell refinery team at a QOM total team performance programme

2005 — present

Refinery turnaround finished with zero accidents

Accidents during the turnaround

QOM ran team building sessions for Shell Refinery Port Dickson operation units, the turnaround team and its contractors. The 2005 turnaround was a major success, with reported cost savings and zero accidents. Shell has since engaged QOM for its refinery senior leadership team, IT, Finance, Retail Select, Supply Chain Management, Governance Risk & Assurance, and the HSSE Asia Pacific teams.

Team building
Safety culture

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DiGi staff on an outdoor QOM culture change journey programme

2004 — 2013

Culture Change Journey for ~1,000 staff

1,000

Staff through the journey

Across 2004 and 2005 QOM conducted nine team building sessions for DiGi’s Technical, Information Technology, Legal, Regulatory and IM divisions — around 1,000 staff — focused on DiGi’s Culture Change Journey. Building on that, a seven-month second phase targeted service and operational efficiency against the 2005 KPIs. QOM returned in 2010 for the Technology, Strategy & Architecture and Network Planning Rollout teams, and again for the operations teams in 2011, 2012 and 2013.

Culture change
Operational KPIs

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Maxis engineers joining hands during a QOM alignment programme

2002 — 2003

COPE — aligning 500 network engineers

500

NEO engineers aligned

QOM ran "Challenge of Performance Excellence" (COPE), an alignment programme for 500 Maxis NEO engineers targeting operational excellence. The action plan produced in the programme was adopted by Maxis, and the success of the initiative led to QOM being engaged for the senior management team headed by the CEO.

Alignment
Operational excellence

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Ajinomoto staff at a QOM team building programme

2009 — 2017

A three-year culture transformation

3 yrs

Transformation project

A three-year transformation project from 2009 to 2011 delivered team building at three organisational levels to move Ajinomoto’s culture towards innovation. In 2015 QOM assisted in developing internal brand ambassadors and sharing the Ajinomoto Group Principles company-wide. In 2017 the work continued with Creating Shared Value and team building programmes for executive and non-executive staff.

Culture transformation
Shared value

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ABB staff behind their team building banner at a QOM session

Multi-year

Shared values assimilated across five divisions

Divisions aligned

QOM was engaged to strengthen ABB’s culture through the assimilation of shared values across its LVS, LVP, FOS, PA and CSO divisions — bringing separate business units onto one set of behaviours.

Shared values
Culture alignment

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Louis Vuitton Malaysia team at their 2016 team building event

2015 — 2016

Outlet sales targets hit two years running

2 yrs

Consecutive target years

Customised team bonding and engagement sessions for Louis Vuitton Malaysia supported an increase in customer experience and the achievement of outlet sales targets in consecutive years across 2015 and 2016.

Team bonding
Customer experience

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Honda staff celebrating at a QOM team building programme

Multi-year

Honda philosophy built into the programme

Divisions rolled out to

Delivered first for the Spare Parts Division with the Honda philosophy built into the programme design. The success of that engagement spread the programme to other units including Customer Relations and Sales.

Philosophy alignment
Customer relations

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And a few hundred more

two decades of name badges

Also: Siemens · Motorola · Colgate-Palmolive · Procter & Gamble · Ericsson · Deutsche Bank · PepsiCo · Telekom Malaysia · Schlumberger · British American Tobacco · Kimberly-Clark · Medtronic · Merck · Accenture · Khazanah Nasional · Sapura Kencana · Barry Callebaut.

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