Case Studies

A sample of the work we have done with clients. Please see below for full descriptions for each – the problem, the solution and the results:

  • Prepare direct selling businesses for the future by developing a social media strategy for their distributors

  • Resolving post-merger pains.
  • Increasing sales force revenue and productivity.
  • Creating a strategy and organisational buy-in.
  • Developing leaders
  • Improve sales, profitability and brand appeal for youth and young adults.
  • Doubling response rates in a marketing campaign.
  • Improving talent engagement and building a capability programme.
  • Building a culture of cooperation and leadership in a private bank – creative communication.

Prepare direct selling businesses for the future by developing a social media strategy for their distributors 


  • The Direct Selling Association of South Africa represents 38 companies in the direct selling industry, with hundreds of thousands of people involved as distributors and entrepreneurs across South Africa.
  • Very few DSA companies and their distributors are using social media effectively to build their businesses.
  • The DSA board want to help their members future proof their businesses, and felt that understanding social media and improving its use was critical to achieving this.
  • Very little existing available was available to provide a basis for analysis.


  • The TomorrowToday Strategic Insights team was commissioned to produce a report into social media and direct selling.
  • The research involved workshops with DSA companies, interviews with key personnel locally and internationally, desk research on global direct selling best practice including accessing literature and conference content, interviews with social media experts and the inputs from our own experts on the emerging digital world of work.
  • Over a three month period, the TomorrowToday team engaged with all the role players across the industry.
  • An analysis of each company’s social media presence was completed, and a confidential report delivered to each company.
  • The DSA’s own website was also analysed, and assistance provided for an update.
  • Fears and concerns were raised, and these were dealt with in the final report, which turned into much more, including a manual that covers all of the main social media platforms.
  • A generic template for formal social media policies was provided to each DSA company.
  • An overview of an eight step process to develop a social media strategy was included in the final report.


  • We cannot share the full report we generated, as it is proprietary to the DSA, but here is an extract to provide some idea of what was produced.
  • The report was delivered to the DSA, along with a 45 minute multimedia presentation at the DSA annual awards luncheon. Click Here to Download the Slides
  • DSA companies with some social media activity immediately responded positively to the report by implementing some of the recommendation.
  • Distributors who had previously been opposed to the use of social media committed to developing an understanding of the value of social media.
  • We need to wait a few years to see if this report has truly future-proofed DSA companies, but early indications are very positive.

Click Here to Download the Slides


CLIENT: A leading general retailer operating in 11 countries with 23 000 employees and sales exceeding £3 billion.


  • Merging radically different company cultures.
  • Inter-generational conflict between individuals and teams.
  • Symptoms included low morale, increased staff turnover, loss of ‘talented’ staff, unmotivated workforce and active resistance to change.
  • Result was spiralling costs, and diminishing merger benefits.


  • Created a leadership programme, to adapt style to new organisation.
  • Helped define the new workplace model, to meet different generational needs, and to attract and retain talent.
  • Used post-merger communications to reverse resistance.
  • Developed creative ways of making the working environment more enjoyable.


  • Staff turnover reduced from 28 percent p.a. to 13 percent p.a.
  • Morale improved with twice as many people attending team events.
  • Staff surveys reflected a significant shift in people’s perceptions of the business, with staff taking an increased interest in reducing costs, and increasing efficiency.

“TomorrowToday have brought insight, expertise and dare I say it, fun, to a complex human situation, following a difficult merger”. – Neville Dunn, Financial Director.


CLIENT: A leading preventative medicine and healthcare company operating in over 30 countries.


  • Maximising the effectiveness of their direct and retail sales force.
  • Creating a more innovative culture to drive product design.
  • Delivering inspiring company events, and improving working relationships between teams.
  • Marketing effectively to different generations, in different regions.

SOLUTION: (Over a retainer period of 5 years)

  • Re-engineered the sales process and re-trained the sales force, to more powerfully connect with customers.
  • Facilitated and provided input to leadership events, strategic planning days and organisational design.
  • Created a culture of “invitational innovation” that all individuals could embrace, and significantly improved product development and packaging.
  • Defined marketing strategies and plans for a maximum return on investment.

RESULTS: (Over 5 years)

  • Turnover increased 300%.
  • Profits increased year on year (63% between 2006 and 2007).

“Whilst there are obviously many factors impacting this growth, I do believe the TomorrowToday team involvement has played a very important role.” Eleanor Scott: Marketing and Sales Director




CLIENT: The Scouts Movement – a large global charity with a distinguished one-hundred year history in preparing young children for life challenges with a large head office staff and over 100,000 volunteers in the UK.


  • Develop the organisation’s long term strategy and engage with senior leaders for buy-in.
  • Revitalise the organisation’s vision.
  • Change to the movement to be applicable to the new values of its volunteers and children.
  • Take the whole movement along the change journey.


  • A generational audit identified the strength of connection, and where focus was required.
  • Using a process of appreciative enquiry with the senior leadership team and directors, we identified strategic options, and helped to shape the vision for the next ten years.
  • Worked with the senior leadership team and Board of Trustees, running a series of presentations and workshops, to ensure strategic vision-gained buy-in, throughout leadership of the organisation.
  • Recorded a DVD on generations and key challenges facing the movement, to ensure message reached the broader audience.
  • Developed a process for a weekend leadership retreat, with about four hundred key leaders, and facilitated the entire weekend, to take them through the visioning process


  • Following our presentations and workshops, volunteers and leaders immediately identified and understood why change was required.
  • The weekend leadership retreat, was regarded as a major success, which achieved unprecedented levels of engagement, and buy-in throughout the organisation.
  • A ten-year strategic vision was adopted, and the senior leadership team mandated, to implement key short, medium, and long-term objectives.

“We have been so impressed with your delivery, that the second round of budget approval was made by the board without hesitation. This work has ensured an excellent UK-wide strategic development.” – Derek Twine CBE, Chief Executive

Developing Leaders

CLIENT: Retail Marketing Specialists, South Africa


The client is a dynamic entrepreneurial retail marketing company, that has enjoyed phenomenal success without having much (if any), formal leadership development processes. As the company has grown and entertained new challenges from within and without, the need to develop it’s leadership became apparent. TomorrowToday was asked to design a leadership development process, that would take into account this unique environment and organisational culture, and in doing so, prompt and promote the changes needed for them to be able to meet these challenges, and thrive in the future.


A four part series was put together, in a manner that was designed to provide input, and stimulate discussion amongst the senior leaders, participating in the voluntary programme. The real test was the attendance of the employees, given the voluntary nature of the process. If there was little perceived value, the participants would have voted with their feet and stayed away. Attendance was strong throughout the process. The LDP was designed specifically to challenge thinking, and identify cultural changes needed, in order to take the company forward. The plan was to have the participants themselves take ownership for the tough changes required, in order to meet both the internal and external challenges.


At the conclusion of the LDP, the participants took initiative to raise the difficult questions around the organisation’s culture, and the need to adapt, in order to thrive going forward. They accepted the responsibility to sustain the process, and tackle the extremely tough task of cultural shift, understanding that cultural shift is a leadership responsibility. There were other challenges, such as having to deal with some difficult leadership and staff changes in the midst of the LDP. TomorrowToday was flexible enough to accommodate some of these internal changes, but also held the company accountable for the journey begun through the LDP. This has resulted in a trusting relationship, and one that we believe will yield further benefits for both parties, in time to come.