CHANGING CULTURE,
CHANGING CULTURE,
ENHANCING SKILLS,
DELIVERING STRATEGY
THE
SITUATION
A professional services firm had set an ambitious strategy, reflecting a challenging marketplace and a strong desire to remain competitive and increase their clients’ perception of value. Under pressure to “do more with less”, they were exploring options for how to build the capability to achieve the strategy whilst also increasing satisfaction levels as measured by their staff survey.
THE
SITUATION
A professional services firm had set an ambitious strategy, reflecting a challenging marketplace and a strong desire to remain competitive and increase their clients’ perception of value. Under pressure to “do more with less”, they were exploring options for how to build the capability to achieve the strategy whilst also increasing satisfaction levels as measured by their staff survey.
WHAT WE FOUND
Using “The Competing Values Framework” we took a measure of the perceived current culture along with a measure of the culture required to deliver on the strategy. We identified a significant shift was required from a culture high on control to a culture that emphasised greater collaboration and innovation.
WHAT WE DID
We worked with the business to explore the nature of the change required and how best to achieve this. The output was the design and delivery of an incremental behavioural change programme to build the skills and processes to make collaboration and innovation “the way we work around here.”
WHAT WE DID
We worked with the business to explore the nature of the change required and how best to achieve this. The output was the design and delivery of an incremental behavioural change programme to build the skills and processes to make collaboration and innovation “the way we work around here.”
THE RESULTS
The programme is in progress.
Early results include:
- Increased understanding of collaboration – what it is and my contribution, together with self reports of increased confidence
- Leadership proactively engaging in the programme and leading by example
- Cross-business engagement in the programme resulting in shared goals and a common language
- Improved staff survey results