Bryken Case Study

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Moving from Reactive to Proactive Management to Drive Success

An expanding manufacturer transformed their approach to talent development, strategic leadership and cross-functional working.


Bryken Precision Engineering specialises in manufacturing and supplying high-quality precision turned parts and machined components. Established in 1982 with just two employees, they now have a workforce of over one hundred. In 2015 this company gained recognition as one of the top 1000 ‘Companies to Inspire Britain’, compiled for the London Stock Exchange.

The training was aimed at middle managers who run departments of between 10 to 20 people.

The client’s customer service level has always been exceptionally high. However, this has been delivered by highly reactive managers focusing on today’s problems rather than planning successfully for tomorrow. Whilst the delegates were regarded as highly talented manufacturing experts they lacked the ability to prioritise and plan their time.

There was a distinct leadership deficit in leadership skills at this level which resulted in little talent development or succession planning. This was due in part to the delegates dropping down a level and carrying out tasks that their team should be doing. This had the knock-on effect of the delegates not being able to do critical and strategic parts of their own roles.

It was also found that managers were too often working independently of each other rather than working as a united and cohesive ‘Senior Leadership Team’. Best practice was not always shared and problems were not being discussed. The result was very often day-to-day decisions and questions being ignored or deferred up to their managers.


The training was delivered by Stirling Training Consultants during May and June 2015 who ran a three modular programme. Each of the hard-hitting and motivational modules was tailored precisely to the needs and requirements of the client. The modules were a mix of energetic classroom teaching, dynamic discussion and advanced practical exercises. Running in parallel with the modules were projects that were undertaken by each delegate to develop their team and improve efficiencies.

The overarching theme of all three modules was leadership. Whilst many different leadership techniques were delivered, the training also focused on changing the attitudes and approach of the delegates to highlight the importance of them being drivers of the business.

Module 1

Module 1 focused on the need for the delegates to work as a united and cohesive senior team; a team who shares best practice and creates innovative solutions; a team which drives the business.

The delegates’ time planning and priority setting was radically improved.

As a result of this module, delegates found more time to plan for the future as well as work more closely together as a team to drive continuous improvements.

Module 2

Module 2 concentrated on STC’s unique and high-performance leadership tool 5-ILT©, a catalyst that allows managers to maximise the potential of their teams.

To enable the delegates to work at the right level it is vital that they are able to delegate successfully. Pragmatic delegation techniques were taught and put into action.

As a result of this module, delegates were able to motivate and drive employee engagement and, at the same time, delegate effectively allowing even more of their time to be freed up to concentrate on strategy.

Module 3

Module 3 began by highlighting the need to develop and coach their people, as well as building capability for the future and to nurture talent.

Included were use of coaching questions and easy-to-use coaching structures. The climax of this module and indeed the programme was the delegates’ presentations to the Head of Engineering on the project work they had as part of the training.

This was a fantastic opportunity to highlight the improvements they had made as well as their ambitions for the future success of Bryken.




In addition to the numerous positive business outcomes the training generated, delegates assessed the training to have a 93% satisfaction level.

Immediate changes have taken place as a result of the training. The delegates’ desire to change and improve the business has resulted in some key behaviour and attitude changes. Delegates are now more proactive in their approach to leadership. As a result of time and priority planning, they now have more time to carry out frequent one to ones including coaching sessions with their team members. Delegates have seen a visible advance in the motivation and engagement levels of their teams.

An effect of improved time planning has been the development of long term plans. Rather than focusing on the week or even just the day ahead, delegates are now developing strategic plans for their departments. Credible and viable succession plans have been designed which will reduce the need for external recruitment as well as the nurture and growth of internal talent.

Another evident change has been the team becoming far more co-operative. Rather than continuing with silo attitudes, delegates are now holding regular senior team meetings to discuss problems, share best practice and focus on continual improvement initiatives. As a result, efficiencies have been found in many different areas of the site including a reduction of overtime spend. The improvement in working together as a team has also freed up the Senior Managers’ time allowing them to work at the right level.

A clear and sustainable change has taken place at Bryken. The Section Leaders are now using the techniques covered on the programme to advance their own departments as well as collectively driving the business forward into a new era of success.


“This course will help me drive the business forward”

Bryken Delegate

“Very helpful…and a great experience”

Bryken Delegate

“This will make my life easier and improve productivity and efficiency”

Bryken Delegate