Defence company Human Resource change agents
Driven by changes required by both clients and new owners this very large defence organisation was embarking on a period of significant change. These changes will place increased demands on Human Resources (HR) to support the business unit leaders who are directly leading the changes.
In order to allow them to play this part effectively we delivered an innovative change leadership programme for HR staff that equipped them with a neuroscience and psychology based toolkit that was practical and credible enough for them to use in a ‘traditional’ engineering environment.
The programme gave the HR change agents the knowledge, skills and confidence to make personal changes for themselves but also to support the business leaders to do the same. The programme left HR confident that it could play its part in enabling the business to make effective change.
Procurement organisation change programme
A pan-European procurement organisation responsible for an annual spend of several hundred million euros wanted to develop their performance from ‘good to great’. Although they had vast amounts of objective information and benchmark data about current performance they wanted support to turn this into a meaningful improvement journey that the wider team would engage with.
We helped the Senior Leadership Team to develop a positive and compelling vision of the future including defining the behavioural changes that the team would make to role model the desired changes. We helped them translate this vision into a practical plan and provided them with insight and skills around leading change.
This helped make the change process less painful and more productive than is typically the case in organisations.
Software company leadership team
The Managing Director of this UK subsidiary of a French software company recognised that the parent company’s growth targets would only be achieved by each part of the UK operation working collaboratively – something they were not good at or doing at that time.
We worked with the Senior Leadership Team (SLT) individually and collectively to help develop a high performing team ethos. Our work encompassed aspects of neuroscience, psychology and practical tools and techniques that allowed them to understand, and change, their individual and collective behaviour.
With the confidence gained from their successful work on this topic the SLT were able to cascade the new team-based approach throughout the organisation and role model how synergies could be tapped into.
Finance management team
The Finance Management Team (FMT) of a large commercial organisation recognised that neither they, nor their departments were working in a sufficiently collaborative way and that to achieve ever more demanding goals they would need to change.
We worked with the FMT to help them clearly articulate the role of the finance department and it’s priorities. We also helped them to define what effective teamworking would look like and to identify the changes they would need to make individually and collectively to achieve this. We used a range of psychology and business tools to give them a common framework for understanding personality, teams, performance management and change.
This allowed the team to make step increases to the effectiveness of their department.