UK Insurance was established in the late 1980s, and known as one of the UK’s leading insurance companies which specialise in selling insurance and other financial services directly to consumers through a variety of channels. With just under 14,000 employees and a presence in the UK, Italy and Germany, the organisation owns several of the region’s most recognisable insurance brands. Emerging from a robust history as pioneers of direct motor insurance and telephone insurance sales, the organisation divested from its parent group and successfully completed an IPO.
Whilst completing their divestment from their parent company, the organisation set about to recreate the entrepreneurial spirit that enabled them to revolutionise their industry in the past. The case for re-invention took centre stage as increased competition threatened their dominant position.
Specifically they needed to:
Walking the Talk was chosen out of a selection of consultants, because our culture management and leadership methodology showed the end-toend solution needed to successfully change the organisations culture.
The first phase of work focussed on four streams:
Our approach started by defining with the Executive Team the Business Imperatives for which culture would be the essential enabler. Through a series of interviews and our Target Archetype process, which includes an interactive online voting process, we defined the target culture.
We undertook a 9-month process with the Executive Team, ensuring their alignment to the target culture and igniting their understanding of what it would take to lead their chosen target culture. We used the LSI 360 degree instrument in conjunction with one-on-one coaching. Coaching was instrumental in helping executives realise the impact their own behaviours had on leading the organisation.
Our Culture Capabilities Index (survey) was used to reach the top 2,200 people in the organisation in order to assess what the target culture was and how aligned the team were to reach this target. Our Discover deep dive qualitative methodology found the drivers of the current culture and enabled the Executive Team to pinpoint priorities. Through the process of identifying their own organisation’s current culture archetype mix and the discussion of where this might need to change, the Executives Team became very quickly aligned as a leadership team.
Our Pathfinder culture planning process was used to bring together a group of culture leaders to champion the change process. A project team was selected out of this group who would be responsible for creating the culture plan - the roadmap the organisation would be using to change the culture and align their 14,000 employees to the vision and direction needed. The process allowed the selection of the critical behaviours and mindsets for year 1 focus, and resulted in a list of initiatives chosen for their ability to deliver the best return on investment.