Our approach is tailored to the specific needs of each organization
CASE STUDY 1
Top team effectiveness to support transition from family run to professional led organization
Context & Engagement Objective
The change of ownership from a family-run to a professionally-led structure brought about numerous changes, including the formation of a new leadership team that needed to hit the ground running
The key challenge was to accelerate trust & alignment within this top team, consisting of most leaders who were newly inducted
Explore different mindsets about leadership, culture & collaboration
Shift from a ‘Functional View’ to an ‘Enterprise View’ & effectively manage external & internal stakeholder relationships
Reassure employees about the stability & continuity of the organization while gaining their buy-in for the new strategy & ways of working
Intervention Design
Discovery phase to capture the current narrative & design the initiative
Intensive leadership group processes to articulate the current narrative, build intimacy & trust, define the leadership code, & establish values & key actions for the future, including addressing things that were ‘under the carpet’
Alignment of the larger leadership team, comprising 50 people, around common goals & commitment to success through workshops
Impact
Built confidence in medium-term strategic goals, gaining Board credibility
Top Team aligned, modeling desired behaviors for subordinates
Misunderstandings have been replaced with open communication, fostering collaboration
The implementation of a Leadership Code serves as a reference point for recognizing & addressing team behaviors
Top Team now collaborates with peers, shares credit, & promotes teamwork
Top Team's commitment to quick decisions achieved annual goals & Board support
Open dialogue now replaces conflicts, leading to swift resolutions
Top Team's collaboration sends positive signals to lower levels of the organization, discouraging silo working & promoting effective teamwork
CASE STUDY 2
Shaping culture in a large & diversified organization
Context & Engagement Objective
Rapid growth & embracing greater complexity, generational diversity, & changing needs of the workforce required a re-visit of the Culture, while ensuring the strengths of the existing culture are cherished & retained
The new cultural value proposition needed to be presented as a key driver of engagement & talent retention, competing with the new-age & start-up market
Leadership had to revisit & reflect on the styles required, keeping the next 10 years in view, shifting perspective from ‘rear view to front view’
Intervention Design
Co-creating the cultural agenda with the CEO & top team
Assisting the top team in building awareness of how stakeholders perceive them by practicing the cultural anchors – utilizing a combined quantitative & qualitative approach, including verbal 360-degree feedback
Encouraging the leaders to 'walk the talk' on cultures within their respective functions/businesses
Conducting one-on-one coaching sessions with each leader to develop their self-improvement commitments
Institutionalizing the cultures by defining the practices, both enabling & limiting behaviors, & key practices to engage the ecosystem with the culture
Impact
The intervention established a new frame of reference & created a connection between culture, people, & strategy
Using our 'Leadership Mirror' reports, each leader crafted their own agenda for refining their leadership styles
The Culture Roadmap will be integrated over the next 3 years, shaping the desired narrative
CASE STUDY 3
OD interventions to create performance breakthroughs
Context & Engagement Objective
Clients have sought our expertise in OD Interventions for various reasons:
A burning prerogative for delivering performance was felt, based on customer feedback asking for a change in how the client served them.
Transforming behaviors related to teams, decision-making, collaboration, conflict handling, and execution.
Post-M&A integration is a key trigger for clients to engage with us to find solutions together.
Intervention Design
Discovery to understand the context & key stakeholder’s views
Collectively agreeing on current narrative, need for new beliefs & way forward
Aligning leaders on role modeling shifts & articulating the rally cry for near future
Creating a space for task forces to resolve systemic issues. Designing interventions for small groups/ bilateral relationships to resolve challenges
Magic number of 6 touchpoints to build momentum, support leaders, celebrate achievement, facilitate bottleneck resolution & so on
Impact
The teams rally around the common goals and step up their performance by resolving conflicting priorities and working with greater interdependence.
The conversations have undergone a change to reflect new sensibilities (levels of consciousness).
There is a rewired mindset - from playing ‘not to lose’ to ‘playing to win’ and an amicable assimilation and creation of a new rhythm of working post-M&A.
The teams end up resolving their internal differences and shedding past baggage to step up and get performance back on track.
There is a reduced dependence on the leader at the top to drive things or to step in to resolve silo-related issues.
The team operates cohesively and holds each other accountable thereby building greater resilience and an agency mindset to deal with challenges that appeared insurmountable, creating progressive wins
CASE STUDY 4
Leadership Development Journeys
Context & Engagement Objective
Design a structured & deeply engaging leadership development journey for an organization that has identified a group of leaders transitioning into new, more challenging roles or operating in a changing context
Build perspective, capability & confidence to step up & deliver as per expectations
Intervention Design
Build a baseline of where the leader is & where they need to be to play the new role through a Leadership Mirror exercise
Design a journey for the leaders to go through: highly contextual learning labs, peer coaching, experiential learning & application of learning
Impact
All the journeys have led to leaders demonstrating shifts in their impact & style of leading during the first 12-16 weeks of the journey
The level of management above & below the cohort of leaders has found greater impact & rapid adaptation to the requirements & complexities of the new role/new context
Several leaders have taken the initiative to create a unique value add to their organizations