The Brief
The client was a UK-based insurance business. The executive committee were established, effective and enjoyed good relationships. Industry dynamics were demanding a new strategy that was challenging the internal status quo and there were some blockers that were standing in the way of success. The brief was to create the environment for difficult conversations to occur, change to be embraced and alignment around the new strategy established
The Engagement
The engagement began with consultation with the organisational sponsors (CEO and HRD) to understand the organisational objectives, the dynamics present and plan a path to the desired end-state. There was recognition that this would be a process. Time was needed to develop awareness, integrate change and embed new ways of working.
We used the Goldcrest 7 Conditions for High-Performing Teams diagnostic to establish the team’s current state, strengths, and weaknesses. Then, based on those findings, we developed a 12-month development programme to effect change.
The programme kicked off with a two-day offsite, start the conversations that needed to take place, and begin shaping the strategy. The teamwork discussions and the strategy planning activity were interwoven, each mutually improving the other.
Following the offsite, we engaged with the executive committee bi-monthly at their scheduled meetings, supporting them to generate fresh thinking and put what they had agreed into practice.
Additionally, we coached several of the members alongside the team development to support specific areas of their development.
The Outcome
Progress has been significant. The quality of the conversations and relationships has improved significantly. Healthy challenge is much more welcome, and there is alignment behind the new strategy. The change has been notable to the teams of each executive committee member, leading to better motivation and a faster pace of delivery.
