Old state

A young organisation, owned by a long-established successful global technology company.  The organisation was establishing itself within a highly regulated industry.  It had a very clear mission and vision that involved significantly growing in size to achieve programme milestones.  Each milestone signalled a change in organisational state, matched by changing regulatory, shareholder and stakeholder expectations.

Various qualitative and quantitative data indicated the organisation’s culture needed to change to support growth, performance and confidence.

Data included:

• engagement survey
• root cause analysis reports
• culture dip checks
• exit interviews

What the organisation did to change its state

Through a number of facilitated conversations and feedback, the link between culture and leadership was accepted and owned by the leadership team.

A leadership climate survey was commissioned to help identify how leadership behaviour was creating the conditions in which people were expected to perform. 

Regular leadership events helped create a leadership community where strategic direction and approach could be decided. Climate was a key part of the agreed approach.

One to one coaching with the leadership community raised awareness of individual impact on culture/climate and helped engagement with the leadership climate survey and leadership events.

New state

The leadership community developed a clear identity that had been missing before.  This is reinforced by a new set of values and leadership behaviours that set the tone for how they operate and expect others to operate.

Learning curriculum, built around the values and behaviours, were rolled out for the entire organisation.  Combined with a wider People and Organisational Development strategy, the intention is to change the culture to support achieving the mission and vision.