Old state

A high performing marketing team within a fast-moving consumer goods business was looking to redefine its mission and vision following a re-organisation.

The team inherited:

• an extended region and additional brands to market
• new members to the team
• new reporting lines within a matrix organisation.

What the team did to change its state

Working with the team leader, a bespoke two-part workshop was designed and delivered with the following aims:

• defining the context and reasons for change – unlocking the team’s motivation to change from its current high performing state
• re-defining the team’s mission and vision – what is the change? what does it mean for me, us and others? how do we feel about it?
• celebrating the diversity within the team – using HBDI® psychometric to look at the team make-up, innovation and decision making
• stakeholder management – how to engage key internal stakeholders, define expectations, articulate the mission and vision

New state

The team was able to embrace a new mission and vision, clearly describing what they would like to be doing and feeling at key points on their journey.

A 6 and 12 month follow-up with a selection of the team indicated:

• new and improved relationships with internal stakeholders
• improved performance (external and internal measures)
• better team decision-making
• appreciating and utilising the diversity within the team
• improved leadership of the team