Case study · FMCG and manufacturing · 2022 to 2026
JDE Case Study: A Leadership Team Resilience Programme Across 8 Teams and 4 Countries
How JDE leaders lifted team resilience by up to 60% and built trust through change
Measured resilience and team programmes for regional, plant and supply chain leaders
Since 2022, JDE has used our leadership team resilience programme to help its Asia leaders work as one team through new leadership, reorganisation and a fast-changing coffee market. Each team took the 50-factor Resilience Assessment, had 1-to-1 coaching, then came together for an offsite built on its own data. Three to five months later we measured again, and team resilience ratios had risen by 12% to 60%.
- Leadership teams
- Plant operations
- Trust and psychological safety
- Multi-country
JDE Case Study: A Leadership Team Resilience Programme Across 8 Teams and 4 Countries
How JDE leaders lifted team resilience by up to 60% and built trust through change
Measured resilience and team programmes for regional, plant and supply chain leaders
Since 2022, JDE has used our leadership team resilience programme to help its Asia leaders work as one team through new leadership, reorganisation and a fast-changing coffee market. Each team took the 50-factor Resilience Assessment, had 1-to-1 coaching, then came together for an offsite built on its own data. Three to five months later we measured again, and team resilience ratios had risen by 12% to 60%.
- Client
- JDE (JDE Peet’s), global coffee and tea company
- Industry
- FMCG: coffee and tea manufacturing, supply chain and commercial
- Where
- Singapore, Malaysia, Thailand, China
- Who
- APAC leadership team, APAC Operations leadership, plant and extended leadership teams, supply chain and market leadership teams
- Period
- 2022 to 2026, ongoing
The session had been instrumental in helping my leadership team to step into a higher level of mutual trust and collaboration.Senior leader, JDE Asia Pacific, 2023
New leaders, new structures, one team
JDE Peet’s operates in more than 100 countries with over 21,000 people. In 2025, the business navigated record global green coffee prices, and in August 2025 Keurig Dr Pepper agreed to acquire JDE Peet’s for €15.7 billion, with a plan to create a standalone global coffee company. For JDE’s Asia teams, that meant a lot of change at once.
New faces at the top
The APAC leadership team had many new members who wanted to build trust and speak openly quickly.
High-performing plants
Malaysia and China delivered demanding output targets around shift operations.
Organisational review
APAC Operations reviewed its structure in 2025 to set up for growth.
High standards
Leaders wanted practical ways to sustain their energy at pace.
Measure, coach, connect, sustain
Every programme followed the same sequence. The work spread from one leadership team to the next.
Measure and coach
Each leader took the 50-factor Resilience Assessment and had a 1-to-1 coaching debrief.
Connect
The team offsite was designed around what came up in those conversations.
Sustain
We re-measured 3 to 5 months later and ran a Sustain the Change session on the results.
| When | Where | Team | What we delivered |
|---|---|---|---|
| 2022 to 2023 | Singapore, APAC | APAC Operations leadership team | Resilient Team programme, leadership coaching, pre and post assessment |
| 2023 | APAC | APAC leadership team | Thriving Together 2-day retreat, work-style profiling, 1-to-1 coaching before and after, 2 team coaching sessions over 4 months |
| 2023 | Johor Bahru, Malaysia | Plant leadership and extended leadership team | 2-day resilience workshop, pre and post assessment, Sustain the Change session |
| 2023 to 2024 | Thailand | Thailand Operations leadership team | 1.5-day workshop, 1-to-1 coaching for every leader, personal 4-month resilience plans, follow-up session in 2024 |
| 2024 | China | Plant leadership team | Thriving Together, pre and post assessment, Sustain the Change session |
| 2024 | Asia | Supply chain leadership team | Thriving Together, pre and post assessment, Sustain the Change session |
| 2024 | China and regional | China MSU and SAE leadership teams | Thriving Together with pre-programme assessment |
| 2025 | Malaysia, China | Plant lead teams | Lead Team Connect workshops |
| 2025 | Johor Bahru | APAC Operations | 2-day Organisational Review workshop |
| 2025 to 2026 | Asia | JDE HR Learning | LEAP leadership programme: design, first cohort, train-the-trainer for JDE’s own facilitators |
| 2026 | Johor Bahru | Plant leadership team | Thriving Together with team health check |
The biggest lift across JDE
The China plant leadership team started with a ratio of 1.49, the most room to grow of any JDE team. We made three design choices.
- Learning before the room: leaders started short micro-learning as soon as they finished the assessment, so the workshop built on shared language.
- Personal before team: each leader’s 1-to-1 debrief came before the group session, so the offsite focused on real issues.
- Re-measure and reconnect: we re-measured about 5 months later. The plant came back in 2025 for a Lead Team Connect workshop.
How JDE used Measure, Build, Sustain
JDE used all three steps and 7 of our offerings. Pick the one that matches your own challenge.
Measure
A 50-factor baseline for each leader, a team report for the team head, and a re-measure 3 to 5 months later.
Build
Helping leaders handle pressure, manage their triggers and lead with clarity.
Building trust, psychological safety and team norms in new or mixed teams.
Keeping teams aligned through organisational review and leadership change.
Daily habits for energy, sleep and recovery, backed by micro-learning and monthly webinars.
Sustain
1-to-1 coaching before and after offsites, team coaching on agreed norms, Sustain the Change sessions.
Training JDE’s own facilitators to run the LEAP programme in-house.
Stronger teams, and teams that came back
explained
The Resilience Ratio is total strengths divided by total risks across 50 factors. Our corporate benchmark sits at 1.71. The target for high-performing teams is 2.5.
| Team | Year | People (pre / post) | Before | After | Change |
|---|---|---|---|---|---|
| China plant leadership team | 2024 | 16 / 14 | 1.49 | 2.39 | +60% |
| Thailand Operations leadership team | 2023 to 2024 | 11 / 11 | 1.85 | 2.40 | +30% |
| Asia supply chain leadership team | 2024 | 14 / 12 | 1.64 | 2.07 | +26% |
| Johor Bahru plant leadership and extended team | 2023 | 15 / 15 | 1.58 | 1.77 | +12% |
| APAC Operations leadership team | 2022 to 2023 | 10 / 10 | 1.99 | 1.97 | Held steady |
China, 2024
Bounce, the ability to recover from setbacks, rose 31%. Self-doubt fell 60%.
Thailand Operations, 2023 to 2024
Worry fell 59%. Health awareness rose 35% and fitness 33%.
Asia supply chain, 2024
Tactical calm, the ability to settle quickly under pressure, rose 27%.
Johor Bahru, 2023
9 of 15 leaders improved their ratio.
APAC Operations, 2022 to 2023
The team held its ratio above the corporate benchmark while its membership changed during the programme.
Business outcomes
| Measure | Result |
|---|---|
| Length of partnership | 5 years, 2022 to 2026 |
| Growth | From one operations leadership team to 8 leadership teams across 4 countries, plus JDE’s own leadership programme |
| Participant rating | 4.6 out of 5 average for overall experience across 5 cohorts (2023 to 2025) |
| Facilitator rating | 4.7 to 4.8 out of 5 (Malaysia and China Lead Team Connect, 2025) |
| Repeat business | Malaysia plant (2023, 2025, 2026), China plant (2024, 2025), APAC Operations (2022, 2024, 2025), Thailand Operations (2023, 2024) |
| Capability handover | JDE’s own facilitators trained to deliver the LEAP programme |
What JDE leaders said
It has allowed my leaders to develop appreciation for each other at a deeper level that is essential for us to bring our business to the next level in [a] volatile region like APAC.Senior leader, JDE Asia Pacific, 2023
You just need to come with an open mind and open heart. Do not be afraid to share as the facilitator will professionally manage and control the sharing sessions. Best of all, issues will be brought out and ironed out.Leadership team member, JDE APAC, 2023
I discovered what are my triggers; learned how to deal with myself when I’m triggered; how to be more open when I am with others.Leader, JDE Johor Bahru plant, 2023
This is a great class to develop your own internal power. It opens a gate for you to get peace and strength.Leader, JDE China plant, 2024
The transparency dialogue about ‘monkeys’ before talking about plans and strategies.Leader, JDE Johor Bahru plant, on what was most useful, 2025
Three design choices
We talked to every leader first
A 1-to-1 debrief on each person’s assessment came before every offsite. Leaders arrived knowing their own data, and we arrived knowing the team’s real issues.
We met teams where they work
Programmes ran in-country, in Malaysia, Thailand and China, around plant and operations schedules. Thailand’s leaders each left with a personal 4-month resilience plan.
We stayed after the workshop
Re-measurement, Sustain the Change sessions and team coaching kept the change going. When JDE wanted its own leadership programme, we trained its facilitators to run it.
Leading teams in manufacturing, FMCG or supply chain?
New leaders join. Markets shift. Structures change. The best teams are the ones that can talk openly and move together. JDE’s results show three things you can expect.
A clear baseline for each team
See each team’s strengths and where to focus first.
Measurable change within 6 months
Team Resilience Ratios rose 12% to 60% within one programme cycle.
Teams that talk
Leaders described open, honest conversations and stronger trust by the end.
Run a free Resilience Assessment for up to 5 people in your leadership team
You get a team risk profile across 50 evidence-based factors, with a debrief on what it means and where to act first.
Request your free team assessmentFor enterprise and multi-country programmes, contact [email protected]
Frequently asked questions
What is a leadership team resilience programme?
What is the Resilience Ratio?
How fast do results show?
Does it work for plant and operations leaders?
Can one partner cover teams in several countries?
Results are drawn from The Resilience Institute’s Resilience Assessment (pre and post programme group reports) and participant feedback surveys, 2022 to 2026. Individual results are confidential and not disclosed. Company context is drawn from JDE Peet’s (August 2025).