InspiredSTEMPEOPLE · PERFORMANCE · IMPACTBook a 20-minute callCase study 6 · Knowledge transfer through feedback and mentoring
Global engineering · APAC
The engagement at a glance
Reported results
The bars compare team-assessment scores before and after the engagement. What do the five measures mean?
Before The starting point
APAC teams in a global engineering business were struggling to consistently meet the design standards expected by their UK colleagues. The knowledge-transfer gap called for better feedback and mentoring. Senior engineering leaders and business support staff were travelling to the region for extended periods to troubleshoot problems, putting the emphasis on triage rather than building local capability.
After Reported after
Communication increased from 27% to 63%, and relationships from 31% to 58%. The business also reported lower spending on extended troubleshooting visits by senior engineering leaders and business support staff.
The starting need and the changes reported.
Teams needed clearer, more frequent feedback to understand and apply design expectations.
Communication rose from 27% to 63% alongside a shared leadership language and solution-focused feedback.
Knowledge transfer needed a more consistent approach to mentoring across regions.
Relationships rose from 31% to 58%, supported by mentoring cohorts and regular development conversations.
Senior engineering and business support staff travelled for extended periods to troubleshoot problems.
Spending on those visits fell as the work focused on developing regional capability.
Inspired helped leaders and teams establish a shared leadership language, give frequent, solution-focused feedback and develop mentoring cohorts. The focus was on transferring engineering knowledge through everyday conversations and ongoing development.
A common leadership language helped leaders and teams discuss design expectations, explain where work needed to improve and make development conversations clearer across regions.
The emphasis was on regular, solution-focused feedback: explaining the gap, helping people understand what good work required and focusing on what to do next.
Mentoring cohorts supported the ongoing transfer of knowledge and experience, giving leaders and engineers a shared approach to developing capability.
Less was spent sending senior engineering leaders and business support staff to APAC for extended periods to triage problems. Frequent feedback and mentoring supported a shift towards building capability within the regional teams.
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