MWBrands was set up in 2006 when H.J. Heinz sold its European Seafood Business and is now one of the leading ambient seafood businesses in Europe selling products mainly in the UK, France, Italy, Ireland and the Netherlands. Brands include John West, Mareblu, Hyacinthe Parmentier and Petit Navire.

Our work with MWBrands started initially working with the main board, designing, developing and delivering a powerful Vision for MW Brands.  Using the Unleash & Engage Visioning Framework, we led the team through a vision development process to generate a powerful image of the future of the group. Using our four-stage process; ‘Prepare, Develop, Create and Acquire.’  As a result of the success of this work we then rolled-out the Visioning Framework for brands John West, Mareblu, Parmentier and Petit Navire.

Our exciting journey with Horizon Platforms was a great success, the work we did is explained below; the transformational result was that through this work Horizon developed a capability for sustainable operational excellence. Their success continues and at its heart is a powerful image of the future, a truly engaged team and from this customer service excellence and business growth.

In a nutshell, our work with Horizon Platforms included:

Vision Development

Working with the Senior Management Team. Using the Unleash & Engage Visioning Framework, we led the team through a vision development process to generate a powerful image of the future for Horizon.

Scorecard Development

Working with the Management Board, we trained the concepts of Hoshin Kanri (policy deployment) methodologies. Post training, we supported the implementation and deployment of a balanced scorecard, creating clear business objectives and accountability.

Development of Lean Manufacturing Facility

Using the Unleash & Engage New Product Introduction (NPI) Model, we worked with Horizon’s facilities team to develop the Greenfield Service Manufacturing Facility.

Lean Training

Working across the entire enterprise with various functions, establishing and implementing a Lean Tools Training Programme. Developing a foundation of lean knowledge upon which the organisation can grow.

Lean Enterprise Diagnostic

Using the Unleash & Engage Lean Enterprise Diagnostic, we undertook enterprise-wide assessments of the organisation, creating a current state view of the enterprise’s lean maturity.



Working with the Management Board on the future sustainment of the F-35 was an exciting project for the Unleash & Engage team.   F-35 is one of the world’s largest defence programmes. Led by the US, with participation from the UK, Italy, Netherlands, Australia, Canada, Denmark, Norway and Turkey, it is a truly collaborative programme of which BAE Systems plays a key role.

The F-35 programme is aimed at delivering a stealthy, multi-role attack aircraft capable of operating from land and sea to nations across the globe.

Using the Unleash & Engage: Visioning Framework, our work involved leading the BAE team through a vision development process to generate a powerful image of the F-35’s future. This includes our four-stage process; Prepare, Develop, Create and Acquire.


Working with the Management Board at BAE Systems – Aircraft Manufacturing. The Unleash & Engage team used the Visioning Framework to lead the board and senior managers through a vision development process to generate a powerful image of the future.

This unique Visioning Framework includes a four-stage process; Prepare, Develop, Create and Acquire to embed the new Vision across all functions as a key initial part of achieving sustainable operational excellence. As part of this, we also worked with the Communications team developing approaches to achieve engagement through the use of innovative engagement aids.

Following this, we worked with the Senior Leadership Team from the Military Air and Information Group developing a strategic approach for the implementation of an enterprise-wide lean transformation.


It is perhaps not the context that inspired the Beatles classic but in employee engagement, it really is all you need (well sort of)…

Article by Mark Gregory:

I was reading a really interesting and fantastically challenging article on the Forbes website recently. The article was written by a business transformation expert called Ann Latham and was entitled ’10 Reasons Your Employee Engagement Program is Hurting Your Company’. Ann goes on to explain within the article her belief that employee engagement programs are bad for business, a waste of time and drain on money. She makes some interesting and very valid points about employee engagement surveys not delivering success, however, I have to disagree with the principle argument of her article. It is not employee engagement programs that are hurting business as businesses need a framework to move their levels of maturity around this topic, it is BAD employee engagement programs. We would say that, having delivered hugely successful programs.

This is where Lennon and McCartney come in (well sort of)…

As you may or may not know, we have worked with a range of companies over a number of years, from global super brands such as Toyota to incredible medium-sized business like Datum Monitoring. Using our training and wealth of experience, we have been able to develop our own employee engagement process – the LOVE Model. We want people to say I love my job, my work, my company, my boss and I LOVE ME…

We work with the companies to look at each element of the model:

L is for Leadership – We work with you to gain a thorough understanding of the leadership and how it can be engaging. People leave bosses first and organisations second.

O is for Opinion – We look at how valued peoples opinions are and how the organisation effectively hears them. We all have an innate desire to be heard.

V is for Vision – We look at what the journey so far and what future has in store for the company and how involved team members feel in shaping that future. People protect what they build.

E is for Environment – We look at the living values and internal factors that shape engagement. Are we who we say we are?

Our understanding of each individual element comes from a number of areas, including employee engagement survey techniques. However, as Ann Latham points out, this on its own will not power change. The right questions need to be asked to the right people to ensure that we can gain enough true statistical analysis to make key recommendations. We learn and value everyone’s opinion, then use the information to help create a strategy that will shape the cultural foundation of the business.

Employee engagement is an all-inclusive process it has to be and if you want real, lasting results, it has to be done with love in mind.

If you want to know more about our LOVE Model you can contact us here for an informal chat.

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