Unified Leadership: Transforming Dual Cultures for Technological Excellence
Industry
Research & High-Tech Manufacturing
Engagement
800 staff · 3 leadership tiers · 3-month application
Key Outcome
60% shorter meetings · 30% faster go-to-market · double-digit NPS lift
“Deep Impact addresses important issues that leaders face—how to identify what they want out of situations and take active steps towards it. It outlines how one can move towards their goals and create quick wins. This intervention has helped my organisation tremendously.”
Profile
The Advanced Remanufacturing and Technology Centre (ARTC) and Singapore Institute of Manufacturing Technology (SIMTech) are both Research Institutes under Singapore’s Agency for Science, Technology and Research (A*STAR).
ARTC develops high-quality Research and Development solutions for Multinational Original Equipment Manufacturers (OEM) in the Aerospace, Automotive and Marine industries.
SIMTech develops high-value manufacturing technology and human capital to enhance the competitiveness of Singapore’s manufacturing industry. They have 11,000 collaborations with more than 3,700 companies in precision engineering, medtech, aerospace, automotive, marine, oil and gas, electronics, semiconductor, logistics and other sectors. Their talent comprises scientists, researchers, engineers and manufacturing specialists.
The Challenge
The rapid expansion of ARTC and SIMTech led to different leadership styles across the two institutes. The senior leadership team wanted a consistent way for leaders to engage their staff, lead change, improve client experiences, and cement their position as the technology leader in high-tech manufacturing solutions.
They knew the transformation of their people’s mindset was essential — change was difficult and client demands were increasing. The senior leadership team identified five key areas they wanted to improve on:
- Research excellence — better quality and outcomes.
- Strategic initiatives for industry engagement.
- Increased collaboration between divisions and groups.
- Increased staff engagement.
- Better research resourcing and workload distribution.
The Intervention: 5Ds Framework
Deep Impact introduced their proprietary 5Ds Framework to map out ARTC and SIMTech’s business outcomes, training intervention, and application. Leadership discussions, initiatives, and processes were aligned across three tiers — senior leadership team, divisional directors, and middle managers — to roll out a consistent language and culture.
Senior leaders were engaged first to describe the business outcomes and identify measurements of success. This created a clear business case for why the intervention was needed, and leaders set the tone of the training program from the start — describing it as critical to the success of their work.
After completing their training programs, participants identified specific projects in the five key areas above and practised leadership conversations with their team members over three months. At the end of the application period, each participant reported their leadership conversations, observable behavioural improvements, and project results back to senior management — closing the loop on accountability.
Results
- 60% average reduction in meeting duration, with 100% of leaders reporting that the new approach created better-quality conversations.
- 30% shorter lead times on some go-to-market projects, as leaders better understood what clients value.
- Double-digit increase in Net Promoter Score (exact figure confidential), strengthening industry partnerships and cementing their position as the leading research institute of their industry in Singapore.
- Redesigned internal processes to involve colleagues in organisational development matters — increasing staff engagement.
