CHALLENGE

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.

APPROACH

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.

RESULT

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.

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Caro Ruttledge
Caro RuttledgeCaro Ruttledge| Client Director and Change Leadlinkedin icon



Caro has over 14 years’ experience within consulting and financial services, having worked for a major bank and big four firm in both Australia and the UK. As Gate One’s change lead, her professional focus is supporting organisations to design, activate and embed strategic transformation programmes, whilst applying creative approaches to facilitate and accelerate behaviour change. Caro is passionate about coaching, and supporting client teams to develop their skills leading and embedding change.

As an Australian, Caro enjoys exploring London’s restaurants, theatres and historical sites, travelling as much as possible, and getting outside to celebrate any (comparatively rare) day with blue sky.


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