The Brief
To work with a new, inexperienced executive team faced with making material changes to the operating model of their technology organisation, while simultaneously driving revenue growth
Our Perspective
The starting point was working at both individual and team levels to help leaders make the stretch required (read more)
Linked all the leadership work to the business plan
Used the development of the new operating model as the vehicle for building collaboration and new ways of working in the leadership team (read more)
Created organisational principles that supported decision making into the future
Our Actions
Brought the organisational work into the heart of the leadership team as a powerful amplification of the work (read more)
Designed with the CEO, a number of workshops, held off-site, that brought the executive team through a series of organisational decisions
Sought the support of external experts and experienced leaders as mentors
Agreed the mechanisms by which the executive team could hold each other to account through time
Our Impact
Delivered a new operating model in 6 months (read more)
Empowered the executive team with confidence to drive a 40% talent refresh throughout the organisation that supported the new operating model
Improved the quality and speed of decision-making and created a sense of cohesion and stability in the organisation through intense periods of change
Delivered the revenue targets within the agreed timeline
“Providing an environment for this leadership team to be together, to ask questions and feel confident that they would be heard was central to my work with this team. Having a healthy sense of humour, being quick to celebrate positive momentum and finding ways to build confidence in each other combined into our secret sauce”
Rachel Mooney