The Brief
This technology business had a proud history of success in their European markets. With new investors and a new executive team, significant culture change was needed to provide a platform for an ambitious, global growth strategy.
Our success measures were to reduce rampant attrition and build a shared sense of belonging in a disparate workforce
Our Perspective
Showing respect for the past, whilst providing a future focus was core to this work (read more)
Embracing & nurturing the elements of the culture that continued to be valuable and distinctive was important
Redefining organisational values gave a platform for an internal “big conversation” to create a shared identify
Aligning the operating model with the business plan objectives and the new values ensured our approach would be sustainable and impactful
Our Actions
Created a multi-disciplinary team of employees who represented all profiles was key (read more)
Finding many, many ways for every employee to participate in the “big conversation”.
Launching & communicating the evolved values via internal influencers
Embedding those values in key people policies
Facilitated the Executive Team through a process to define, launch and execute a new operating model
Our Impact
Attrition returned to market levels (read more)
75% of employees stated they knew and agreed with the organisational values
Values were used as unifying elements in future acquisitions and mergers
The Operating Model delivered the business plan objectives, with an agreed process in place to evolve and respond to changing market needs
“This project was tricky – but very satisfying – because it was about building trust between different “factions” within the company. New leaders were distant from tenured employees, teams were siloed and geographies had very distinctive norms. The “big conversation” created an opportunity for people to be involved and to shape what was important for the future – reversing a sense of alienation and discontinuity with the past..”
Rachel Mooney