MetUp cases
We solve problems of any complexity
Building cooperation between marketing and sales departaments for 80 participants
Rebooting the departament of 350 people before the start of the new financial year
Integration of a new manager into the team
Strengthening the FMCG company culture during times of stressful challenges
Integration of C-Level managers after the merger of companies
Simultaneously training 80 managers in management skills
Conflict resolution in the leadership team
Creating targeted customer profiles and an effective sales funnel for each of them
2. Развитие бизнес компетенций
Integration of the restructured team
Leader to the team
Integration of the New
HR IT companies were faced with a problem:
a new manager, who came from a different corporate culture, came into conflict with the established team after the previous manager left.
The team felt frustrated and was on the verge of collapse.
a new manager, who came from a different corporate culture, came into conflict with the established team after the previous manager left.
The team felt frustrated and was on the verge of collapse.
Task
Solution
Result
Urgently improve the relationship between the manager and the team to maintain efficiency and prevent the loss of qualified employees.
Conducting an integration session for the team and the manager, including tests to determine personality type, a session to get to know each other’s characteristics.
Establishing the strengths and growth areas of each, followed by the formation of paired and team agreements on future cooperation based on the characteristics of the typology of team members.
Establishing the strengths and growth areas of each, followed by the formation of paired and team agreements on future cooperation based on the characteristics of the typology of team members.
The manager successfully integrated into the team, no one was fired.
The team quickly reached a high level of efficiency and engagement.
The team quickly reached a high level of efficiency and engagement.
1
Before the start of the new financial year
Rebooting the department of 350 people
On the eve of the new financial year, a large IT company was faced with the task of synchronizing a department that had doubled in size and was dispersed in Moscow, St. Petersburg and other cities.
The session was aimed at strengthening team spirit and preparing for teamwork.
The session was aimed at strengthening team spirit and preparing for teamwork.
Task
Solution
Result
Effectively integrate new hires and reboot departments across multiple geographies to ensure a unified corporate culture and strategic vision.
To ensure effective integration and synchronization of the expanded department of an IT company, we proposed an innovative solution, which included:
Preliminary acquaintance with the personality typology of colleagues in a micro-involvement format: five days before the session, participants took tests on the Enneagram and studied the features of the typology of colleagues.
The session itself took place in two stages: At the first stage, the team analyzed goals, objectives and key strategies for the year ahead. The second stage was dedicated to integration, where we organized employees from Moscow, St. Petersburg and online in real time for a common event.
Cross-Location Collaboration: Employees formed groups based on personality types and created presentations to convey the unique strengths of each personality type and their contribution to teamwork, thereby strengthening interpersonal connections and company culture.
Preliminary acquaintance with the personality typology of colleagues in a micro-involvement format: five days before the session, participants took tests on the Enneagram and studied the features of the typology of colleagues.
The session itself took place in two stages: At the first stage, the team analyzed goals, objectives and key strategies for the year ahead. The second stage was dedicated to integration, where we organized employees from Moscow, St. Petersburg and online in real time for a common event.
Cross-Location Collaboration: Employees formed groups based on personality types and created presentations to convey the unique strengths of each personality type and their contribution to teamwork, thereby strengthening interpersonal connections and company culture.
The session was held in a lively and inspiring format, strengthened interpersonal connections, increased employee engagement and contributed to the creation of a common vector of work for the coming year. The majority of session participants actively continued to study personality typology and their colleagues on the platform, which indicated the success of the event.
2
Effect
The session served as a powerful impetus for the team, allowing them to begin the fiscal year with a clear vision of their own strengths and an awareness of the unique contribution of each employee to the overall mission of the department.
Marketing and sales departments for 80 participants
Building cooperation between
In a large manufacturing company, on the eve of the new financial year, difficulties arose in the interaction between the marketing department, headed by a new manager with new employees, and the commercial department, where experienced specialists worked.
Competition and lack of trust between departments made it necessary to merge them.
Competition and lack of trust between departments made it necessary to merge them.
Task
Solution
Result
Bring two departments together to create synergies and collaborate to achieve common corporate goals.
A two-day integration program was developed. The first day was dedicated to involving 80 participants in strategy formation and identifying key projects, the second day was dedicated to the integration of cross-functional teams.
To prepare for the second part of the session, employees took tests on the Peopli.Pro platform for 5 days and studied the personality typologies of colleagues in teams through facilitation by a trainer in the Telegram channel.
On the first day of working on the strategy offline, the teams understood the common goals and the contribution of each team to common tasks.
On the second day of team integration, participants, divided into groups, identified growth areas and formed key agreements to improve interaction. After the session, participants received creative visualizations of the agreements created by the team for clarity and a constant reminder of their commitments.
To prepare for the second part of the session, employees took tests on the Peopli.Pro platform for 5 days and studied the personality typologies of colleagues in teams through facilitation by a trainer in the Telegram channel.
On the first day of working on the strategy offline, the teams understood the common goals and the contribution of each team to common tasks.
On the second day of team integration, participants, divided into groups, identified growth areas and formed key agreements to improve interaction. After the session, participants received creative visualizations of the agreements created by the team for clarity and a constant reminder of their commitments.
The team assessed the session at a high level and continues to actively use the acquired knowledge and tools to maintain high-quality interaction and achieve common business goals.
3
Effect
The two-day session was a powerful impetus for bringing teams together, promoting mutual understanding and being key to creating a unified, focused work environment.
International FMCG Company
Cultural Reboot
A large international FMCG corporation was faced with external challenges that significantly affected the operation of all company functions.
During this critical period, great responsibility fell on the shoulders of ordinary employees, on whose contribution much depended.
During this critical period, great responsibility fell on the shoulders of ordinary employees, on whose contribution much depended.
Task
Solution
Result
Conduct a cross-functional session to strengthen the corporate culture and emphasize the importance of individual employee contributions to strengthening the culture and achieving the company's annual goals.
Over the course of 10 days, through the Telegram channel, employees got acquainted with the trends in the development of organizational and corporate culture in a micro-involvement format. The stages of corporate culture maturity from “Disjunction” to “Winners” were discussed.
On the day of the online session, a team of 90 people worked for 3 hours on a strategy to strengthen the company's culture, identifying supportive and destructive actions.
On the day of the online session, a team of 90 people worked for 3 hours on a strategy to strengthen the company's culture, identifying supportive and destructive actions.
The session resulted in high employee engagement, each of whom actively participated in the discussions and flash mob, implementing the right actions to strengthen the culture. Session materials, including stickers and memes, were integrated into the daily work environment, promoting long-term integration of commitments.
4
Effect
The company expressed a high degree of satisfaction with the session and plans to continue working to expand and strengthen the results achieved this year.
Integration of C-Level managers
Merging of companies and
Five leaders of leading companies in the same industry united to form a new corporation.
The resulting leadership team of 20 people faced serious contradictions due to previous competition and differences in vision for the company's development.
The resulting leadership team of 20 people faced serious contradictions due to previous competition and differences in vision for the company's development.
Task
Solution
Result
Overcome internal conflicts and teach the leadership team to effectively cooperate and interact for the benefit of the overall goals of the company.
An integration session was held during which team members were tested to study personality typology and their role models.
At the offline meeting, each participant shared their strengths, growth areas and motivations.
The session included feedback and group work to identify ways to collaborate and form personal and team agreements based on personality typology.
At the offline meeting, each participant shared their strengths, growth areas and motivations.
The session included feedback and group work to identify ways to collaborate and form personal and team agreements based on personality typology.
The session led to a significant improvement in the atmosphere in the team, the emergence of mutual understanding and cooperation.
The team continues to actively use the platform to maintain and develop the quality of interactions.
The team continues to actively use the platform to maintain and develop the quality of interactions.
5
Effect
The leadership team became more united and purposeful, successfully overcoming internal obstacles and building effective relationships, which contributed to strengthening the company's position in the market.
Restructured team
Integration of
A large IT company experienced a significant expansion of one of its key teams, which transformed into an entire division of three teams.
The merger process was accompanied by the inclusion of a large number of new employees and changes in roles for existing specialists. Integrating the team was complicated by the fact that all employees were working remotely and in a hybrid format.
The merger process was accompanied by the inclusion of a large number of new employees and changes in roles for existing specialists. Integrating the team was complicated by the fact that all employees were working remotely and in a hybrid format.
Task
Solution
Result
Create conditions for quick and effective integration of employees, taking into account the new team structure and the variety of functional tasks. It was necessary to unite the team and establish interaction to achieve common goals.
A team integration session was developed and conducted, which included preliminary preparation through the Telegram channel for 5 days.
Employees got acquainted with personality typologies, exchanged feedback and studied the software competencies of their colleagues.
At a hybrid online and offline session, participants shared their knowledge, formed a cooperation map and discussed the rules of communication.
Employees got acquainted with personality typologies, exchanged feedback and studied the software competencies of their colleagues.
At a hybrid online and offline session, participants shared their knowledge, formed a cooperation map and discussed the rules of communication.
Thanks to a creative approach and active interaction, the team quickly found a common language, strengthened mutual understanding and willingness to work towards common goals.
The created cooperation map became the basis for further effective interaction.
The created cooperation map became the basis for further effective interaction.
6
Effect
Improving the atmosphere in the team and significantly speeding up the process of integrating new and old employees made it possible to strengthen internal connections and synergy in the division.
The team continues to actively use the platform to maintain and improve the quality of interactions, which has a positive impact on overall work results.
The team continues to actively use the platform to maintain and improve the quality of interactions, which has a positive impact on overall work results.
Conflict resolution in the Leadership Team
Large manufacturing company:
One of the largest divisions of a leading manufacturing company was experiencing a period of high stress due to pressure to achieve ambitious results.
This situation led the leadership team to de-emphasize interpersonal interactions and focus solely on achieving short-term goals.
Competition between team members has intensified, a “baggage” of unspoken grievances and complaints has accumulated, which has significantly complicated communication and cooperation.
This situation led the leadership team to de-emphasize interpersonal interactions and focus solely on achieving short-term goals.
Competition between team members has intensified, a “baggage” of unspoken grievances and complaints has accumulated, which has significantly complicated communication and cooperation.
Task
Solution
Result
Restore positive interaction within the team, resolve accumulated conflicts and create conditions for productive cooperation aimed at achieving common goals.
To solve this problem, a session was organized to integrate the leadership team. In preparation for the session, throughout the week, participants interacted in the Telegram channel, discussing the current company culture and studying the results of testing using the Ennearamma methodology on the Peopli.Pro platform to better understand each other.
At the offline session, held in the format of an on-site event, the strengths of the participants, growth areas were discussed and maps of interactions were developed based on a methodological reference on the specifics of cooperation between different personality types.
Participants discussed the nature of conflicts depending on the typology of participants using the example of personal interactions and formed personal and team agreements on the rules of cooperation, taking into account feedback to each other.
At the offline session, held in the format of an on-site event, the strengths of the participants, growth areas were discussed and maps of interactions were developed based on a methodological reference on the specifics of cooperation between different personality types.
Participants discussed the nature of conflicts depending on the typology of participants using the example of personal interactions and formed personal and team agreements on the rules of cooperation, taking into account feedback to each other.
The session contributed to a significant improvement in the team atmosphere, participants constructively exchanged feedback and restored effective communication channels.
Thanks to common efforts, the level of internal conflicts was reduced, and the team gained new impetus for working together.
Thanks to common efforts, the level of internal conflicts was reduced, and the team gained new impetus for working together.
7
Effect
Strengthening team spirit and reducing conflict allowed the division's leadership team to increase their efficiency and focus on the company's long-term goals, ensuring stable development in an environment of high demands for results.
80 executives management skills
Simultaneous training
One of the largest IT companies was faced with the need to improve the level of management skills among young and recently promoted managers due to the dynamic growth of the organization.
Task
Solution
Result
Quickly and effectively improve and align management skills among 80 executives across geographically diverse locations.
We conducted a four-week training program in a micro-involvement format on a Telegram channel with daily practical tasks on the Peopli.Pro platform, video lessons from the course trainer and discussions of results and developments, which allowed managers to be very flexible in their approach to participating in training.
The course included a detailed study of Tuckman's teamwork methodology and the Korn Ferry 7T team effectiveness framework, as well as practical exercises on diagnosing the state of their teams using specialized platform tools.
Participants learned techniques for managing difficult conversations and conflict management, identified areas for team growth and development, and developed personalized action plans to improve communication within teams.
The intensive course ended with the creation of a development plan for each team and the next steps for its implementation.
The course included a detailed study of Tuckman's teamwork methodology and the Korn Ferry 7T team effectiveness framework, as well as practical exercises on diagnosing the state of their teams using specialized platform tools.
Participants learned techniques for managing difficult conversations and conflict management, identified areas for team growth and development, and developed personalized action plans to improve communication within teams.
The intensive course ended with the creation of a development plan for each team and the next steps for its implementation.
In four weeks, 80 managers successfully mastered the management course, using the acquired knowledge to diagnose and optimize the work of their teams of more than 400 people.
Thanks to the flexible training format, managers were able to combine training with the implementation of current work tasks.
Thanks to the flexible training format, managers were able to combine training with the implementation of current work tasks.
8
Effect
Participants not only significantly improved their own management skills, but also improved the stages of development and maturity of their teams, contributing to the overall growth of efficiency in the company.
An effective sales funnel for each of them
Creation of targeted customer profiles and
A small specialty services company was faced with stagnant sales despite extensive efforts to train staff in sales techniques.
Employees experienced burnout due to their inability to achieve set results. This led to high staff turnover and loss of confidence in the company's management.
Employees experienced burnout due to their inability to achieve set results. This led to high staff turnover and loss of confidence in the company's management.
Task
Solution
Result
Carry out activities to strengthen the company’s business competencies for rapid growth of business revenue.
At the first stage, detailed work was carried out to segment the company’s current clients and systematize information about the services offered. This allowed each employee to clearly understand what products the company offers and who its target audience is.
Next, based on this data, the team worked with the team to replicate current successful sales funnels for each type of customer, thereby providing a more targeted approach to working with customers.
To maximize the efficiency of solving the problem, the work process was divided into a week of pre-training in teams in a dedicated TG channel in a micro-involvement format and a full day of offline work, where participants were able to systematize the collected information and jointly develop effective sales strategies.
Next, based on this data, the team worked with the team to replicate current successful sales funnels for each type of customer, thereby providing a more targeted approach to working with customers.
To maximize the efficiency of solving the problem, the work process was divided into a week of pre-training in teams in a dedicated TG channel in a micro-involvement format and a full day of offline work, where participants were able to systematize the collected information and jointly develop effective sales strategies.
The implementation of the strategy led to a significant improvement in the level of sales skills of employees and allowed them to successfully interact with clients, attracting new ones and retaining existing ones.
During the first few days after the session, each employee was able to bring from 5 to 8 new high-margin clients, which confirmed the effectiveness of the chosen strategy.
During the first few days after the session, each employee was able to bring from 5 to 8 new high-margin clients, which confirmed the effectiveness of the chosen strategy.
9
Effect
Thanks to an integrated approach and individual work with each product and target customer segment, the company not only achieved significant sales growth, but also strengthened its position in the market, ensuring stable business development in the long term.
