CASE STUDY 1
HIGH PROFILE UNIVERSITY
Transformation of Finance Team Culture including genuine business partnering and value creation
OPPORTUNITIES IDENTIFIED
Like most progressive organisations, this University has been in a phase of significant change, impacting all areas of the organisation. While the finance team had laid better foundations in areas of process and systems, leaders of the organisation sought stronger and genuine ‘business partnering’ based around consulting in critical decision making by finance and operations, as opposed to a transactional and task-focused approach.
Ultimately, this was to improve decision making, collaboration and eventually unlock new value in the path toward achieving the University’s strategic objectives.
SOLUTION DESIGN AND DELIVERY
After a range of briefing and diagnostic sessions with leaders, the goal established was to develop a “Culture of Partnership”, as opposed to simply introducing ‘skills’.
Capturing a shared understanding of the desired vision with finance leaders (initial cohort)
Undertaking of a current state review of survey data from partners (stakeholders)
Development and provision of a stakeholder-centric and value creating ‘behaviours framework’.
Development of a business partnership ‘self-assessment’ tool.
Design and delivery of a 9-month learning journey with highly impactful facilitators.
Inclusion of ‘Action Learning’ for ongoing problem solving and application of new concepts.
Inclusion of ‘Action Learning’ for ongoing problem solving and application of new concepts.
Development of a critical project for each program participant to ensure learning was exercised with their stakeholders and value creation was racked and captured.
Introduction of a ‘Business Partnership Planner’ (basic CRM tool).
VALUE CREATED FOR THE CLIENT
Raised Business Partnership measures across all areas engaged, as measured by stakeholders, not in self-assessment.
Finance teams a repositioned with a ‘seat at the table’ in the majority of leadership groups
New and high value projects initiated, developed and delivered by program participants, creating unexpected solutions and value for the organisation.
Raised Business Partnership measures across all areas engaged, as measured by stakeholders, not in self-assessment.
Finance teams a repositioned with a ‘seat at the table’ in the majority of leadership groups
New and high value projects initiated, developed and delivered by program participants, creating unexpected solutions and value for the organisation.
CASE STUDY 2
GLOBAL HEALTHCARE BUSINESS
Transformation of Finance Performance & Culture
OPPORTUNITIES IDENTIFIED
This team possessed a range of talented, capable and dedicated people who had never been galvanised by a vision or methods to leverage the knowledge and resource of others across the group. In addition, the team were not considered ‘partners’ to the business and were typically reactive to their requests, adding little value beyond the delivery of a report or completing a task.
Supported by a fantastic finance leader bringing a new vision to the table, this team needed a deeper focus on business partnership and execution of critical projects to enable the vision.
A well-considered program journey was developed in partnership with the finance leader, which was broken into two phases.
SOLUTION DESIGN AND DELIVERY
PHASE ONE:
This phase involved the design and implementation of a suitable workshop journey based on the goal for the finance team to build skills and focus towards the ‘highest value’ opportunities, which included:
Stakeholder empathy and business partnering foundation
Robust communication skills for influence and partnering
Modelling and problem solving with visually engaging tools
Self-leadership
PHASE TWO:
In Phase 2, to increase ownership of the new vision, the team was put outside of their comfort zone with the development of ‘Mini MBA Projects’. During this process, the team was challenged to tackle genuine business problems. This added value to the organisation and embedded a new business-focused and critical problem-solving mindset in the team.
VALUE CREATED FOR THE CLIENT
The team was acknowledged by non-finance business leaders for a genuine change and impact to business units and their performance
A range of operational problems were unblocked for business units across the company
The finance team demonstrated creativity and the capacity to tackle problems well outside of the constraints of finance
The ‘culture of partnership’ was enhanced, including an extreme brand change, setting the foundations for future uplift
CASE STUDY 3
LARGE AND COMPLEX MULTI-SITE CORPORATION
“Spreading the message”: building on a good culture to make it outstanding
OPPORTUNITIES IDENTIFIED
This large and complex restaurant chain with an Australian Team of 35,000 embarked on a multi-year culture improvement journey. It helped them to create one of the Organisation worldwide’s most respected business units, with an impressive and sustained performance.
SOLUTION DESIGN AND DELIVERY
One of the keys to success was empowering every outlet manager to make a difference in their part of the business. A “culture off-site” that would never stop building and will continue spread the language of positive behaviours. Here is what the project involved to reach their ambitious objectives:
Strategic integration of culture into organisation strategy
Culture measurement program with organisational action plans
Individual measurement program of behaviours with coaching
Engagement program
VALUE CREATED FOR THE CLIENT
Multi-year per operating profit improvement
Multi-year revenue improvements
Significantly reduced staff turnover at all levels
Improved engagement
Improved teamwork
Higher female representation in senior leadership
CASE STUDY 4
VALUES DESIGN FOR NOT FOR PROFIT
Transformation of volunteers management and employees inclusion via a Culture uplift
OPPORTUNITIES IDENTIFIED
This organisation was looking for a way to enhance its relationship with its 400 volunteers to retain, motivate and engage them further in their mission.
Through discovery with the organisation, the key insight was that a re-design of existing organisational values to fuel a unique recognition programme was the way forward.
SOLUTION DESIGN AND DELIVERY
Working closely with the Board and Chief Executive a new set of Values was designed to form the basis for a broad organisational recognition programme:
Capture a shared understanding of the desired vision with Board and CEO
Undertake a current state review survey with employees and volunteers alike coupled with focus workshops
Analysis of data to form insights around the application of key values
New Clear set of Values, along with definitions, impacts and behaviours.
Process to deliver formal and informal recognition for broadly distributed and diverse Volunteer group
Process to reinforce Organisational Values through ongoing Culture measurements and workshops
VALUE CREATED FOR THE CLIENT
Increased alignment of executive team through adoption of the values framework
Increased trust, faster more effective decision making across the board
Stronger adoption of culture through clear value-based behaviours
More empowered and inspired volunteer workforce
CASE STUDY 5
TRANSFORMATION OF CHILD WELFARE GROUP
Managing change and ensuring the implementation of a new vision
OPPORTUNITIES IDENTIFIED
This multi-site organisation with over 700 employees was working in extremely complex, high-pressure delivery roles.
Presented with a recent change in executive and management layers, this organisation found itself challenged in executing new key strategic priorities and developing a clear plan for upcoming transformation.
The CEO required strategic HR leadership and consultation to design and embed a roadmap for the execution of their newly developed vision
SOLUTION DESIGN AND DELIVERY
This project required an end-to-end assessment and design around all elements of culture including leadership, structure, organisational communication, change management, business processes, rewards and benefits schemes, recruitment and on-boarding.
The following were developed:
Design principles of change and communication process with CEO & Executive Team
Re-organise the Executive team to properly deliver the 5 year strategy
Match newly formed functions against the 5-year strategy and operational delivery principles
Clear and transparent communication process through change for employees
VALUE CREATED FOR THE CLIENT
Significant improvement in service delivery
Increased staff investment into process and management of change
New organisational structure appropriately reflecting future strategic needs
CASE STUDY 6
LARGE GOVERNMENT HEALTHCARE ORGANISATION
OPPORTUNITIES IDENTIFIED
This multi-site organisation with over 6,000 employees required a deeper understanding of issues it felt having regarding its Culture adoption. These problems were causing conflicts and inefficiency that had a direct impact on employees' and customers' experiences.
The goal was to build a sensible pathway to enhancing organisational culture and build frameworks to improve culture consistently over a 3-to-5-year period.
SOLUTION DESIGN AND DELIVERY
This project required extensive collaboration with the Board and newly appointed Chief Executive to reach our objectives:
Design of a bespoke process to facilitate a report on the Organisation’s Culture, including use of existing data and extensive interviews
Delivery of a comprehensive set of over 30 recommendations
Development of implementation plan for a sustainable improvement in culture over time, along with expert guidance on pace, sequence and priority
VALUE CREATED FOR THE CLIENT
Objective assessment of the organisations culture taking into account its complexity and scale
Clear set of actions to improve organisation culture through execution roadmap
Recommendations into enhanced organisation structure and strategy in addition to pathways to improve behavioural norms
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