Case Study 1
BT - Culture Change and
Organisation Development
What was the client need?
A subsidiary unit of BT had its own sub-culture in that there was limited understanding of overall business objectives, confused roles and responsibilities and very little performance focus. In addition, communication processes were weak and staff felt demoralised and frustrated.
What approach was used?
I led a KPMG Consulting team that carried out surveys, focus groups and interviews to identify desired and existing cultures. We reviewed the history of previous change initiatives and we assessed top team alignment. These findings were used to develop a change plan which addressed strategy and values, roles and responsibilities, performance management and recognition and communication. Roadshows were held with staff for senior management to explain the why and what of their plans to staff. All managers took part in Centre for High Performance Development where they were given feedback on their performance as individuals and as a team.
What was the outcome?
The roadshows, and a communications strategy built around opening up feedback loops dramatically improved communications. A strategy has been developed and communicated to all staff. Roles and responsibilities were clarified. The issues raised led to a change in leadership and we assisted the new leader with accelerating that process.