TGTP’s approach has been applied across commercial, public-sector, and cross-sector contexts, at leadership, organisational, and system levels.
Below are selected, anonymised case illustrations, drawn from this project’s available material.
Global engineering organisation
(Southern Africa)
Context
Langchain helps us craft modular AI agents that simplify repetitive tasks into automated steps.
Intervention
Intervention Trust Equity Index diagnostic (leadership and broader teams), immersive Trust Master Class, and leadership retreat.
What shifted
Net Trust Score increased by approximately +20–25% over the engagement period.
Leadership alignment indicators improved by ~18–22%.
Reported inter-team friction decreased, alongside improved delivery predictability and role clarity.
What this demonstrated
When trustworthiness is made visible, leaders stop treating symptoms and begin addressing systemic causes.
International innovation foundation (North America)
Context
High ambition, global profile, and complex alliance ecosystem, combined with internal misalignment and erosion of collaboration.
Intervention
Trust fundamentals embedded into leadership development and alliance conversations.
What shifted
Trust clarity and shared language indicators improved by ~15–18%.
Cross-functional collaboration effectiveness increased, reducing escalation and rework.
What this demonstrated
In high-ambiguity environments, trustworthiness provides the scaffolding for effective collaboration.
Nordic municipal authority (Mid-sized city)
Context
Strong public legitimacy and institutional trust, but declining internal confidence, role clarity, and leadership cohesion amid growing complexity.
Intervention
Bespoke Trust Master Class for senior leaders, grounded in TEi insights and contextualised to public-sector realities.
What shifted
Leadership trust indicators increased by ~24%.
Decision confidence and cross-departmental coordination improved measurably.
What this demonstrated
Even in high-trust societies, trustworthiness must be actively maintained to remain resilient.
Nordic municipal authority (Large city context)
Context
Increasing institutional complexity, pressure on public services, and early signals of trust erosion within leadership and administrative layers.
Intervention
Trust diagnostics, facilitated leadership dialogues, and trust-based pathway design.
What shifted
Early diagnostics revealed widening gaps between perceived trust and lived experience.
Follow-on work focused leadership attention on cues and cadence, preventing deeper erosion.
What this demonstrated
Early diagnosis acts as a preventive intervention, not merely a corrective one.
Cultural and civic institution (United States)
Context
Distributed leadership model, reliance on stakeholder goodwill, and increasing strain on informal trust mechanisms.
Intervention
Trust-based leadership education and forum design aligned to universal trust principles.
What shifted
Shared leadership understanding increased by ~18–20%.
Stakeholder engagement quality improved, with reduced reliance on informal mediation.
What this demonstrated
Trustworthiness can be shared and sustained beyond formal authority structures.
Multi-country commercial group (Africa / Europe)
Context
Strong individual leaders, but inconsistent trust norms and leadership behaviours across geographies.
Intervention
Unified trust framework and Trust Master Class across leadership cohorts.
What shifted
Team trust indicators increased by ~15–18%.
Collaboration efficiency improved, with faster decision cycles and reduced friction.
What this demonstrated
A shared trust framework reduces variance and improves execution in distributed systems.
Financial services organisation (Southern Africa)
Context
Strong balance sheet and performance focus, alongside growing client and internal trust pressure.
Intervention
Trust diagnostics and leadership engagement focused on trustworthiness in decision-making and communication.
What shifted
Diagnostic results highlighted trust as a latent performance risk rather than a cultural issue.
Leadership actions shifted toward greater clarity, consistency, and accountability.
What this demonstrated
Trustworthiness operates as a risk and value lever, not a soft concern.
Cross-sector, high-level dialogue (Africa)
Context
Fragmented stakeholder relationships around complex systemic challenges, including sustainability and market integrity.
Intervention
Structured Trust Dialogue convening senior leaders across sectors.
What shifted
Increased mutual understanding and commitment to shared action.
Agreement on trust principles to guide future collaboration.
What this demonstrated
Trust can be convened deliberately to unlock cooperation where incentives alone fail.
Across contexts, TGTP’s work frequently engages with trust in relation to:
leadership and decision-making,
teams and organisational cultures,
governments and public institutions,
AI and emerging technologies,
healthcare systems and complex human services,
societal trust and social cohesion.