Bringing People on the Change Journey

Client Context

Leading player in an industry undergoing transformation.

Executive team developed a big vision for the future.

Strategic challenge to move from “maintain to grow” into adjacencies, attract new clients, operate in new geographies and leverage latest technologies.

Rate and extent of change (including a major restructure) caused some pain points for the engineering-based, long tenured, highly distributed workforce.

Executive team sought help with the cultural stretch required to support the strategic shift.

Case Study

Bottom line

• Employee Engagement increased 13 points.
• Confidence in leadership increased 17 points.
• Excitement about the future increased 12 points.

Outcomes

• 3 culture goals of Accountability, One Team and Curiosity embedded and amplified, acting as a bridge to the strategy.
• Senior leaders aware of their shadow, more consistently role modelling desired behaviors and encouraging them in others.
• Focused improvement to increase pace and specifically make decisions faster and reduce the time spent in meetings.
• Industry-leading response to hybrid and remote working.
• Employees anecdotally say it “feels like a different company.”

Workstreams

• Culture Diagnostic alongside of strategy launch to understand future state and current state.
• Leadership Event and leadership development to increase capacity for change and the ability to deliver that change.
• Embedded a mindset of personal responsibility “top to bottom” to have more people leaning in and supporting change.
• Identification of symbols and systems (policies, processes) sending the strongest messages reinforcing current culture and a plan to change them.
• Culture Community of frontline colleagues developing ideas and behavioral experiments to catalyze change.

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