In response to an increasingly challenging external environment, our client was reviewing their operating model, including structure, governance, process and culture.
The business advised that historically, any attempts at introducing new ways of working had resulted in limited success. Behaviours and processes typically reverted to the status quo, meaning programme benefits were not fully realised. The leadership team wanted an approach to ensure this did not happen again.
Gate One collaboratively developed a change approach to delivering the new operating model and helping departments move to the future state. Key to success was enabling leaders to prepare for and own the new ways of working, and planning the people change elements right from the beginning of the design phase – not after.
The approach included leadership alignment workshops, upskilling leaders and HR, defining clear change accountabilities, developing a bespoke change and readiness toolkit, and developing a longer-term change roadmap that integrated into ’BAU’ activities (eg the strategic planning and talent review lifecycles).
For the first time our client was able to approach a complex transformation with leadership alignment – and confidence – to truly make a difference. The bespoke change approach:
- secured wide-spread buy-in and commitment for the new Target Operating Model,
- sustained Change and new ways of working, once the programme closed, and
- enabled the organisation to be better able to lead future change, supported by a reusable toolkit and a more skilled and resilient team.