Overview
After a successful collaboration on a Design Thinking training programme, we partnered again with PGT — a global logistics and energy solutions trader headquartered in Rotterdam — to tackle a critical operational challenge: improving the flow of information across subsidiaries and roles. Spread across four offices, the team faced ongoing friction, unclear responsibilities, and inconsistent practices. This project aimed to go beyond problem analysis — creating alignment and leaving the room with tangible projects ready for implementation across time zones.
Challenge
PGT teams were experiencing breakdowns in communication and inconsistencies in how information was shared between operational and support roles. There were overlaps and gaps in responsibilities, and no shared view of workflows or best practices. The challenge was clear: design a smooth, real-time flow of information — without adding complexity or bureaucracy. Leadership expected alignment and, more importantly, tangible outputs that could improve daily operations and be scaled globally.
Approach
MakeTeamWork acted as a strategic partner and guided the project using human-centred design.
We started by equipping the internal team to lead with empathy: visiting all subsidiaries, running local kick-offs, and conducting interviews to surface local pain points and misalignments.
We then synthesised key insights and facilitated a three-day in-person workshop in Rotterdam to align, simplify, and act.
- Day 1: Roles & Ownership
- Day 2: Workflow & Systems
- Day 3: Action Planning
The team mapped responsibilities across roles and subsidiaries, using collaborative canvases and visual tools. They clarified who does what — and where ownership, handovers, or communication often break down. This clarity laid the foundation for process and system redesign.
Participants mapped the full end-to-end information flow across subsidiaries — as it actually happens, not just as written on paper. Teams visualised friction points, duplications, and system gaps, uncovering shared root causes.
Building on system insights, participants used a structured project canvas to design improvement initiatives. Each team defined the problem, proposed a solution, and developed a follow-up plan. Solutions were shared for peer feedback and ownership assigned.
Outcome
The workshop delivered measurable, organisation-wide results:
- Five global improvement projects were designed and assigned to cross-functional teams, with clear ownership and next steps.
- Three quick wins were identified and implemented during the workshop — solving long-standing friction points on the spot.
- Clarity and alignment around roles, workflows, and responsibilities gave participants confidence and renewed motivation.
- The workshop format was praised for its clarity, collaboration, and structure — helping the team turn complexity into action.
This initiative marked a shift in how PGT approaches operational challenges — with more ownership, better collaboration, and a stronger commitment to human-centred problem solving.
“I never really believed in this whole sticking-up-paper thing, but your methodology really worked. You managed to engage people and get results.” Ana Paula, International Processes Integration
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