Engaging employees in transforming the business
"We initially surfaced conflict about the reasons for organisation dysfunction. Team members’ own departments were their true identities. We developed shared responsibility for implementing changes across the whole organisation. Now they are increasingly taking on cross company responsibilities beyond our own functions. A year on we know this is a high performance leadership team and we continue to set high standards for ourselves and our colleagues."
CEO, UK,PE Backed, IT Services Company
The Challenge
Investors in a leading UK IT Services company had appointed a new CEO with the aim of profitably growing the business by realising potential in the market for Cloud services.
Customer churn was increasing, growth had stalled, profit margins were minimal.
A dysfunctional senior team was not in a position to lead the shift needed in the way they did business with customers, partners and suppliers, to achieve the ambitions of investors and new CEO.
Lack of trust at senior level was mirrored across the organization.
The senior team needed to change the way they worked together to enable them to address their business priorities.
Our Focus
We worked with the leadership team and senior managers to transform the culture of their company. Through focused interviews, survey tools and workshops we facilitated open conversations to create shared understanding of what needed to change.
The team then led the redesign and implementation of a new organisation that :
Eliminated duplication
Grouped roles around customers
Streamlined management structure and reporting
I then coached the senior team to lead culture workshops where employees explored how they could better organise to serve their customers.
The senior team committed to working and leading together in a more collaborative way, acting as role models for the change required to deliver sustainable success.
Outcomes
An aligned executive team recognized by staff and customers for leading a culture change which has transformed their experience of working with the company.
Change was achieved through executive team members role modelling the changes required and by engaging colleagues across the organization in strategic initiatives to transform the culture.
Service delivery capability was doubled without any need to increase headcount. In the year after we started working with this company, in a tough market, sales increased by 16%, profit by 18% , customer satisfaction soared, reflected in doubling Net Promoter Score to 3 times the industry average. Improvements in business performance were sustained and two years later the value of the company had more than doubled.