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Leadership Development (ABI 2011-present)

Integrated change initiatives in all four of the supply chain sites, and more recently in the commercial divisions, aimed at developing ‘engaging’ leaders and building a culture of engagement. ‘Engagement’ vision and strategy development, engaging leadership workshops, leadership coaching and leadership forums for ongoing dialogue and peer coaching.

Fireglow’s great strength is their willingness to understand the context for change and to partner with us to design interventions best able to meet clear outcomes. Their approach is strength based, highly inclusive and outcome oriented. They have come to understand our performance management system and practices well, and ensure their processes align with and support this system, ensuring continuous feedback to stakeholders to enable appropriate responses to emerging organizational needs. Their ability to adapt, customize and integrate the various solutions into our business agenda and the project management and co-ordination capability delivered by Fireglow and its associates is outstanding. It has been, and continues to be, a productive and valued partnership.
Kim Usher, Human Resource Manager, ABI

Leadership Development and Employee Engagement (SAB Newlands 2010/12)

‘Engaging for Possibility’ – a two year integrated Organisational Development process focused on building levels of engagement and empowerment throughout the brewery, including multi-level/functional workshops, leadership coaching, a brewery summit, meeting effectiveness and ongoing support.

Your professionalism, experience and adaptability made the intervention the success it has been. The integrated approach, as well as the way that you worked with us and adapted as things happened and dynamics shifted was a huge part of this success. I could not have imagined at the start of the intervention that so much could be shifted and changed.
John Roseveare, Brewing Manager – Newlands Brewery, SA Breweries

Culture Alignment (ABI 2006-2008)

Post merger integration and culture alignment process with ABI – soft drink division of SAB, with the design and facilitation of 17 large group summits (70 – 350 participants each) focused on the integration of the new structures and engaging employees in shaping a vision, brand and identity. Senior and middle management resilience and team effectiveness workshops in each of the manufacturing sites and sales and distribution regions.

Individual, Team and Organisational Resilience (SAB 2002-2012)

An appreciative approach to developing individual and organizational resilience – workshops for 2100 manufacturing employees and summits of 100 – 150 participants in each of the 7 national breweries (2002/3). An organization development initiative supporting ‘Leadership for Growth’ in the Sales and Distribution division involving integration summits in each of the five regions, followed by over 100 planned 2 day workshops and ending with large group ‘anchoring’ summits in each of the regions (2004/5). at Central Office reaching 200 employees in diverse divisions, in both small group and large group learning processes aimed at developing personal resilience and a purposeful working environment

The partnership between our model for organizational and individual resilience and the philosophy and practice of Appreciative Inquiry has been powerful for several reasons. The underpinning principles and methods of change facilitation promote openness, curiosity, a belief in possibility, positive images of the future, an appreciation for what is valuable in our lives and a sense of belonging to an organizational community. All of these are cornerstones to our personal and collective capacity to respond positively to change.
Vanessa Gardner, OD Consultant, SAB Manufacturing

We found Fireglow to be creative and considered in their approach. They remained conscious of the broader business strategies and ensured interventions supported and aligned with other key initiatives and systems, while introducing leading edge methodologies and thinking. They were professional and skilled and displayed superb project management skills.
Steve Bluen, Human Resources Director, SA Breweries (2010)