The Brief
Re-energising a long-tenured employee community to meet new market and customer challenges was the order of the day.
Speedy impact to the top and bottom line was critical for this telecoms sector leadership team
Our Perspective
Built an approach centred on developing ownership & agency in the leadership team (read more)
Defrosted the “middle management” community and giving them permission to take risks and initiatives
Flattened the organising and neutralising symbols of hierarchy
Enabled the executive team to be role models of the new behaviours
Our Actions
Gave middle managers accountability & responsibility for their organisations’ ways of working (read more)
We ramped up two way communication & transparency throughout the organisation
Providing opportunities for middle managers to learn new people skills
Recognising & rewarding green shoots of change
Our Impact
Delivered the financial and commercial KPIs (read more)
Increased employee engagement by 40% year on year
Reduced time to market for key products
Developed a leadership pipeline that improved the organisations capability resilience
“Faced with a jaded and change-weary management & leadership community, we made the decision to NOT communicate our change program. Instead, led by a courageous CEO, we just started to change our messaging and behaviour, and launched new initiatives on their individual merits. The leadership community responded with enthusiasm as they were encouraged to shape an evolving strategy. This was a leadership development initiative that felt owned by the management & leadership community and therefore, was largely welcomed.”
Rachel Mooney