A company at a cultural cross-roads
An established privately-owned services business was growing steadily but experiencing flagging morale, high staff turnover in key roles and conflict between sales and customer services. The board were finding it hard to identify and retain key talent for future management positions. The management style was predominately aligned to a traditional command and control approach.
A reinvigorated workforce who delivered the best set of business results on record. Morale increased, there was greater collaboration and they were able to attract and develop critical talent that could grow with the business at it expanded into mainland Europe.
We needed to create an energising experience that included everyone in the company, building on the company’s considerable strengths as well as removing existing barriers between siloed operations. The project included:
- Agreement with the executive board on their objectives for the cultural shift.
- Introducing the board to external benchmarking to establish tangible targets.
- Communicating the programme and purpose to the company employees.
- Carrying out company-wide cultural audit through qualitative interviews and on-live surveys.
- Launching and rolling out the customised cultural shift programme to the entire workforce.
- Follow-up activities including the FISH! employee engagement and motivation philosophy to bring an element of fun and energy into the whole experience.
- Debrief with the board against measurable outcomes.
- Agreeing future activities with the cultural champions to sustain the cultural shift.
Through this process, the workforce was transformed into a team that felt more empowered to take timely decisions and were more able to service their customers promptly. This resulted in faster response to customer requirements and more business generated.
- A reinvigorated workforce who delivered the best set of business results on record.
- Unexpected champions at middle management stepped forward, growing in confidence and ability to lead teams below them.
- There was productive dialogue between previously rival factions with a common aim of customer satisfaction.
- Employees felt valued because they were listened to, invested in and given greater opportunities.
- The company was able to identify gaps in their talent pool, and recruit or develop the right calibre of people in a more structured and systematic way.