An international transportation manufacturer had merged its Pacific and Asian operations, appointed a new CEO from outside the organisation, and moved the headquarters to Bangkok. The new leadership team was galvanised by the opportunity to transform the business in the region. Yet the seventeen team members were scattered in offices from Gujurat to Sydney. Many were new to the region, and few had worked together before. Although highly committed and optimistic, the team struggled to agree a shared focus and adopt common ways of working.

Working with a team coach helped them to articulate and address concerns that had previously festered and undermined the group. It enabled them to establish shared priorities and then agree common ways of working across both geographic and functional boundaries.