Leaders cannot be effective in an environment in which employees lack the freedom to make decisions or to innovate. An effective management culture enables and empowers its people, which allows organisations to capitalise on their talent.
To improve the performance of the senior leadership team in a well-known TV distribution business.
An external market survey was designed and carried out that clearly demonstrated that the company was regarded as somewhat ‘tired’ and lacking in new thinking. Internal diagnostic analysis showed that the company was over-dependent on its existing, narrow customer base and needed to explore more innovative routes to market. Culturally, the company was introspective, unwilling to pursue new ideas and was too hidebound by a traditional approach that was becoming increasingly ineffective. A ‘frank and open’ offsite discussion was facilitated around the outputs of the research, as a result of which the senior team was able to come to terms with what needed to change, both strategically and culturally, for the team’s leadership to make a more positive impact. A successful culture change programme comprising eight stages was designed and facilitated to support the company during this process and, over time, significant progress was made.
To support a global FMCG company through a period of massive culture change as it prepared to face a totally new market environment caused by forthcoming legislation.
A programme of internal and external diagnostic analysis was designed, involving structured, in-depth interviews with employees and trade customers. This highlighted the company’s strengths and the areas that would have to change in order to be successful in the new business environment. A senior project team with the authority to act was appointed to lead the change process. Facilitated workshops were employed to develop a new vision and strategy that would take the company forward. Based on this work, a set of the core competences, values and desired behaviours that would be needed to deliver the vision and strategy were developed. All managers were then assessed against the new competence, value and behavioural requirements via a series of diagnostic interventions, including 3600 profiling. Development plans were put in place to identify the actions necessary to support managers through the change process. New selection criteria were defined for external appointments. Over a period of three years, a significant culture change was implemented, as measured by annual surveys. As a result, the company was better equipped to meet the significant changes in its business environment and continued to deliver outstanding results.
To identify the cultural barriers that were holding back the progress of a multi-national, US software development and IT management company.
In conjunction with the company’s HR management, a bespoke employee engagement survey was designed and conducted with all employees in five international locations. The results were analysed and clearly identified those elements that were getting in the way of the business meeting its objectives. As a result, the company was able to develop a comprehensive and effective programme to address the issues and bring about the required change in culture.