Context

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A large historic telecom company has suffered with adjusting to new trends in the market, among which the arrival of newcomers and harsher competition. After changes in the organisation that caused major troubles within various teams in the company, time has come to review the management culture.

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Stake

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To support a change in management culture with a special focus on four axes :

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• Reinforcing a client-focused mindset, which could be a challenge for this company renowned for its technology-oriented culture.

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• Bringing global cross-technologies and services answers to corporate clients, which could be difficult for a company organised in expertise silos.

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• Daring innovate and "think outside of the box" in order to answer the clients' needs.

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• Improving effectiveness on these three dimensions while taking care of people's needs.

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Observed results

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• "New kick" for the business unit demonstrated through:

  • Smoother operations across silos

  • Renewed team motivation

  • Fresh energy and pro-activity towards clients resulting in new business

  • Feed-back one year after the operation from a large division top executive: "I do not know what you did to them, but they seem not to be the same people".

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• Extension to other units within the group.​​

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Merged dynamics (detailed)

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• A program has been engineered for a major business unit then extended to others.

• It included four levels of cascading down and was implemented as well to support functions.

• It was co-facilitated by a team of five coaches intervening together.

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Step 1: Setting the infrastructure. Working with the executive committee

• Consulting with a steering commitee dedicated to the project.

• Organizing a set of actions intertwined with business events and challenges.

• Coaching the executive committee of the business unit to prepare them for their specific role in the next steps.

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Step 2: Second level: extension to top management

• Two-day seminar with executive committee and their first lines, with a total of 50 top managers.

• Design and facilitate a unique mix including: sharing information on strategy with the head of the division, collective creativity on implementation, live testimonies from clients, learning experiences related to each of the three stakes, team building and commitment for the next phases.

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Step 3: interconnection with daily business

• Organised by client: business challenge in connection with the content of the seminar (step 2)

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Step 4: Propagation to middle-management

• Seminar day for several groups of 100 operational managers each, and a group of support fonctions

• Design and facilitation of a specific version of the main themes

• Preparation of top managers for their roles as co-managers

• Co-facilitation by the team of 5 coaches and by top managers who attended the prior steps

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Step 5: Cascading down

• Two hours experiential keynote to different departments, inserted in seminars organised by their managers who had attended the previous steps.