RELX could see its people were delivering, but not how they were performing against what they were capable of. OwnLife’s data-led programmes changed that, from the boardroom to a global workforce.

Following the loss of a founder to burnout, the leadership team wanted to understand whether the pressures of rapid growth were creating similar risks elsewhere — and whether its most senior people could continue performing sustainably during periods of intense demand.

The PMX Precision team in Asia was operating under pressure while working across different time zones. The team was expected to maintain high levels of productivity while people were also dealing with increasingly blurred boundary between work and home.

Tate had leaders operating at very different levels - from technically focused managers through to strategic leaders. During a period of significant organisational disruption, those leaders needed to work together more effectively.

What started as support for eight senior leaders facing an always-on hybrid culture is now an annual, function-wide programme. It has delivered more than a 10x return on investment.

Inspired by his own experience, RX’s President for Greater China put his entire leadership team through Per4RM®. Every leader completed it, all called it transformational, and 90 days on, the changes had stuck.