Our client was undertaking an operating model transformation of the sales and distribution functions. This change evolved from both the operational lines and top-level strategy. The coordination of such large-scale change was causing some friction in the business as the organisation had not carried out such major transformation before. The senior leadership team did not have faith in their teams or the organisation to execute on tasks or strategy.
A competitor had recently gone into liquidation, displacing sales to our client and causing market disruption. The organisation saw the negative impact of the lack of digitisation within the market. They wanted to harness an opportunity to transform the currently disparate business and IT functions.
This six-month programme involved monthly touchpoints with leaders to work through a set of bespoke modules.
- Personal effectiveness and the science behind stress reactions and remaining grounded during demanding situations.
- Challenging operating model designs, aligning on dependencies and collaborating on what was needed to push forward.
- Individual coaching from operating model designers assigned to a workstream.
- Leading through IT transformation to better connect across workstreams and functions.
Our client felt a tangible change in the openness of working relationships and therefore the effectiveness of teams. The agreed operating model design was delivered seamlessly due to the collaborative leadership at the top level.
New ways of working allowed the business to focus on how to future proof and be more resilient. Our client moved from a consensus-based culture who avoided confrontation to a more open and collaborative working environment. The programme has given their people the tools to frame discussions in a productive way and give individuals the psychological safety to challenge constructively.