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Organisational Restructuring - Leadership

Organisational Change

Case Studies

The Client:

The Australian arm of a large multi-national organisation with headquarters in the United States.

 


The Brief:

A decision was made to undertake a major restructuring of the Australian operation following concerns about business performance and in the face of significant future business challenges.

This led to changes in the responsibilities of key executive roles in Australia and a change in some key staff including the Australian Managing Director. We were engaged before the changes were announced and briefed to work with the Australian executive team to assist it to work through the changes, to re-form, and move forward as a cohesive new executive leadership group.


Our Response:

Our consultant held individual discussions with each member of the executive team, a group comprising some 20 key leaders. These structured discussions were designed to debrief issues associated with the changes for each executive and to assist the consultant in forming of picture of the developmental needs of the leadership team moving forward.

The consultant then met with the executive team as a group and debriefed key issues arising from the discussions and analysis and proposed an approach involving leadership team development workshops. The team discussed and committed to the approach proposed.

We then conducted workshops which were highly practically focused to accelerate the development of what was a significantly changed leadership group. These workshops focused on areas of: building trust and improving communication amongst team members; providing shared frameworks for team development moving forward; agreeing a team role/charter; review and development of team processes and protocols to support objectives; and a clear and agreed action plan.

This also addressed an ongoing monitoring process both for team performance (outcomes achieved) and team operations (team effectiveness in how the team works together).


The Results:

Feedback from all executives was highly positive in relation to the whole process involving individual confidential debriefing/input, consultant debriefing and the structured team development workshops.

The development of the executive team as a functioning and cohesive group was accelerated. Issues of concern were raised by all team members and addressed through working together and reaching agreement.

A documented clear role for the team, performance indicators and processes were developed and implemented. A clear process for follow up of the team development was also agreed on the basis of regular team 'health checks' regarding effectiveness and processes.

Importantly this process supported the executive group in quickly reforming and setting new directions and strategies for the challenges facing the business.



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