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.

Bottom Line

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

Outcomes in 18 Months

• 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 behaviours 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 behavioural experiments to catalyse change.

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