Because the problem was not located in one department. Ordermo’s intake form identified a silo mentality across every department, with cross-functional management as the company’s intended remedy. Training a single function would have deepened the silo rather than dissolved it. Running Customer Centricity, Level Up Marketing, and Modern-Day Leadership® on three consecutive days put every function through the same content in the same order, so the whole company left with the same reference points.

Two ways. A pre-consultation for training needs analysis was included in the engagement rate rather than billed separately. Alongside it, Ordermo completed a structured intake capturing the purpose of the engagement, the audience profile, and a free-text field asking what else the facilitator should know. That last field is where the silo-mentality finding appeared. We also requested the client’s own programme agenda five days ahead, so the facilitator could read the internal context of the group before walking in.

20 to 25 participants aged 20 to 35, spanning rank-and-file through executive: dispatchers, rider care, merchant success specialists, content writing and graphics, accounting, and area managers. Ordermo’s CEO attended and completed a feedback form on each of the three days. Executive attendance matters on a silo engagement, because it signals that the shared language applies to everyone rather than only to staff.

Through post-session evaluation forms collected at the close of each day, which is Kirkpatrick Level 1, Reaction. Across the three days, 33 responses rated overall quality at an average of 9.91 out of 10, with no response scoring below 9. Free-text fields captured named takeaways and testimonial consent. Level 2 instruments were designed into the program, including a Leadership Self-Evaluation and role-play feedback forms, and those results sit with the account team rather than in this write-up.

No post-session coaching, manager debrief, or follow-through session was contracted for this engagement. In-session transfer devices carried the load: action-oriented processing rounds, takeaway sharing, and a closing commitment gesture each day. We name this plainly because it is the honest limit of what was delivered. For any comparable three-day sequence we recommend adding a manager debrief at 30 days, which is also what makes a behavioural claim possible later.

Yes, but not off a shelf. Every Rainmakers engagement starts with a training needs analysis, because the sequence that suited Ordermo was built from Ordermo’s own diagnosis. If your departments are solving the same problems separately and your intended remedy is structural, we will tell you which part of the problem training can move and which part it cannot. Explore our training services or book a free TNA call.