Our client, a global manufacturer with 77,000 employees in 69 countries, needed to adapt quickly by developing technological innovation to thrive in in a rapidly changing market. To fund the technological innovation required, an ambitious transformation plan was created with stretch targets across every level of the organisation.
After two years, the easy and obvious savings had been realized; going further required a more radical shake-up of ways of working. The company needed to move from an expertise-led, hierarchical and siloed culture where long-serving, heroic leaders are deemed to know everything in their specialism, to one of openness, humility and collaboration, where leaders actively encourage disruptive thinking and inter-disciplinary co-operation to find new solutions and opportunities.
A strong link to business need, coupled with deep behavioural work, helped leaders to let go of control and defensiveness, to embrace humility and to welcome challenge. Equipped with that mindset, they were able to open up to the level of innovative, disruptive thinking required to transform and survive.
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