Case Studies

IMPLEMENTATION OF NEW WAYS OF WORKING (AGILE AND HIGH PERFORMING TEAMS) AND DUAL ORGANIZATION (NETWORK-HIERARCHY)
IMPLEMENTATION OF NEW WAYS OF WORKING (AGILE AND HIGH PERFORMING TEAMS) AND DUAL ORGANIZATION (NETWORK-HIERARCHY)
IMPLEMENTATION OF NEW WAYS OF WORKING (AGILE AND HIGH PERFORMING TEAMS) AND DUAL ORGANIZATION (NETWORK-HIERARCHY) IMPLEMENTATION OF NEW WAYS OF WORKING (AGILE AND HIGH PERFORMING TEAMS) AND DUAL ORGANIZATION (NETWORK-HIERARCHY)

CONTEXT

  • Global oil, gas, and electricity company.
  • Presence in Europe, America, and Asia.
  • Focus on the area of Technology and Innovation (T&I) – 300 FTE.
  • T&I mandate to ensure future technological innovation of the company.
  • Need to build closer, faster, and more agile relationship with the business.

 

APPROACH

  • Engagement and alignment process: 1. Executive Team (Top 8); 2. First line (top 30); 3. Rest of the organization (300).
  • Implementation of Agile / Network organization and New Ways of Working: 1st wave: Top 30; 2nd wave: 30 volunteers + Top 30; 3rd wave +120 volunteers with involvement of rest of organization.
  • Systemic approach including simultaneous individual and team support with continuous CEO feedback.
  • Multi-disciplinary support team: agile coaches, senior facilitators, business consultants and organizational psychologists.
  • Project duration: 12 months.

 

RESULTS

  • Changed mindset and behaviours supporting the required cultural transformation.
  • Implemented the new style of personal leadership and new ways of working required to operate in the new environment across all of the organization.
  • Alignment of strategic objectives and a new operating model.
  • Design and implementation of a dual organization: network + hierarchy.
  • Agile methodology training to the 300 FTEs.
  • Daily operational implementation of the new agile methodology and high-performing team dynamics for the 300 FTEs.
  • Training support through individual coaching sessions and group facilitation.
  • Shadowing to individuals and teams to implement work dynamics on a daily basis.
  • Real time measurement of degree of implementation of new methods and work dynamics through an app.

 

 

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STRATEGIC ALIGNMENT AND IMPLEMENTATION OF NEW OPERATING MODEL FOR MULTINATIONAL INFRASTRUCTURE GROUP
STRATEGIC ALIGNMENT AND IMPLEMENTATION OF NEW OPERATING MODEL FOR MULTINATIONAL INFRASTRUCTURE GROUP
STRATEGIC ALIGNMENT AND IMPLEMENTATION OF NEW OPERATING MODEL FOR MULTINATIONAL INFRASTRUCTURE GROUP STRATEGIC ALIGNMENT AND IMPLEMENTATION OF NEW OPERATING MODEL FOR MULTINATIONAL INFRASTRUCTURE GROUP

CONTEXT

  • Multinational construction and infrastructure group.
  • Client has developed a new strategic plan focused on international growth, and diversification to enter higher value-added businesses.
  • Large enterprise transformation process launched by the Board.
  • A new organization and operating model have been designed for the largest BU to achieve the strategic objectives.
  • 3-year transformation process. 
  • Client counts on support from large management consulting firm to define the strategy and the “What” of the transformation (strategy, processes, operating model…).


APPROACH

  • Implementation of the transformation at Group level in partnership with the President and Executive Committee (ExCo).

– Strategic alignment of the ExCo
– Definition of Mission, Vision, and Values
– Involvement of top 120 through yearly conventions to generate engagement and commitment
– Individual and team mentoring support to ExCo members

  • Implementation of a new organization and operating model in the Construction BU: Supported the implementation of new ways of working and decision making processes needed to put in place the newly defined organizational structure and operating model, both at HQ and at country levels in Europe, Latin America, Middle East, and Africa. 
  • Strategic alignment for the “Services” and “Industrial” Business Units (top 50 and top 25 respectively).
  • Leadership development of the top management to better equip them to cope with demands of the transformation, through a tailor-made Leadership Development Program.
  • Worked in cooperation with management consulting firm to support our client in addressing the “What” and the “How” elements in a seamless and synchronised way.


RESULTS

  • Alignment of key stakeholders around a new mission, vision and values, defined by ExCo.
  • Reinforcement of ExCo members and key stakeholders’ leadership.
  • Improved agility of decision making.
  • Active involvement and engagement of the organization in the transformation process.
  • Effective implementation of new organization, operating model and ways of working in the Construction BU.
  • Improved motivation, engagement and alignment with the focus on the top 120. 

 

 

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CULTURAL TRANSFORMATION TO DRIVE GROWTH IN GLOBAL ENERGY COMPANY
CULTURAL TRANSFORMATION TO DRIVE GROWTH IN GLOBAL ENERGY COMPANY
CULTURAL TRANSFORMATION TO DRIVE GROWTH IN GLOBAL ENERGY COMPANY CULTURAL TRANSFORMATION TO DRIVE GROWTH IN GLOBAL ENERGY COMPANY

CONTEXT 

  • Leading global Gas and Electricity company of more than 23 Bn € of revenues and close to 20.000 employees.
  • Its Power Generation division launched a strategic plan with the commitment of doubling its EBITDA in 5 years in a context of technological disruption and high competition.
  • The technological disruption was caused by the growth of renewable energies which became the norm on the new business opportunities and were not part of the company’s DNA and history.
  • The new business context implied a relevant reorganization and resource reallocation which resulted in initial confusion and resistance to change.
  • The company had to accelerate the culture transformation to keep up with their growth challenges.

 

APPROACH

  • Diagnostic to understand the current cultural situation, define the gaps and design project milestones.
  • Alignment of the executive team around the “why, how and what” of the organization; creation of new working agreement to role model the change that the organization needed.
  • Engagement of a group of 30 people who were identified as culture champions to inspire the rest of the organization to change.
  • Involvement of a group of 160 people in the fundamentals of the new organizational culture.
  • Creation of a project office to help in the execution of initiatives, increase project’s intensity and strengthen the communication of the progress made.
  • Support to develop the leadership capabilities of the CEO and executive team, and advice on how to steer the transformation.

 

RESULTS

  • Alignment and engagement of the teams with the company and with the growth imperatives.
  • Increased leadership capabilities and cohesion of the executive team.
  • Creation of a common language around becoming players and not victims, being the change, they want to see in the organization, building strong relationships via authentic conversations, and creating an environment where everyone can connect to a relevant purpose.
  • Execution of initiatives that were suggested by different team members which tackled some of the organizational challenges that had a negative impact on performance.

 

 

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LEADERSHIP DEVELOPMENT TO ACHIEVE DIGITAL LEADERSHIP FOR A MULTINATIONAL TELCO
LEADERSHIP DEVELOPMENT TO ACHIEVE DIGITAL LEADERSHIP FOR A MULTINATIONAL TELCO
LEADERSHIP DEVELOPMENT TO ACHIEVE DIGITAL LEADERSHIP FOR A MULTINATIONAL TELCO LEADERSHIP DEVELOPMENT TO ACHIEVE DIGITAL LEADERSHIP FOR A MULTINATIONAL TELCO

CONTEXT

  • Large multinational telecommunications company, one of the 10 largest operators in the world, with presence in +20 countries and +150,000 employees.
  • Intense growth mainly due to acquisitions resulted in a lack of a common culture and leadership style.
  • The company had recently defined the strategic objective of becoming digital transformation leaders. Achieving this objective required to implement a new and coherent culture, that puts the customer and the employees at the centre, starting from the leaders of the company.


APPROACH

  • Worked with the Global Head of HR and with the Chief Learning Officer to provide global, large-scale leadership development programs implemented in their corporate university and locally in all countries, focused on developing a new leadership style among the executives, aligning them with the new culture.
  • Worked with some OpCos to support their executive teams in defining and implementing their strategy, while ensuring the alignment and commitment of the management teams.
  • Used special tech platform to facilitate large-scale leadership meetings with a focus on understanding strategic priorities and leverage the collective intelligence to drive transformation.
  • Provided individual support to top executives in the effective implementation of the cultural transformation.
  • Support global CIO and his team in the implementation of the digital transformation by helping them define their mandate, align on top priorities and implementation milestones and agree role and code of behaviors. Provide individual coaching support to key members of the team.

 

RESULTS

  • Creation of a common language and way to lead across the organisation.  
  • Understanding of the strategy and increase of individual and group alignment.
  • Development of directors and managers who were equipped to better deal with their leadership challenges.
  • +6,000 executives have taken part in our leadership development programs during 8 years.
  • Designed and conducted programs aimed at developing leadership skills at individual, team, and organizational levels. 

 

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IMPLEMENTATION OF MATRIX ORGANIZATION AND NEW OPERATING MODEL FOR EUROPEAN OPERATIONS IN PHARMA
IMPLEMENTATION OF MATRIX ORGANIZATION AND NEW OPERATING MODEL FOR EUROPEAN OPERATIONS IN PHARMA
IMPLEMENTATION OF MATRIX ORGANIZATION AND NEW OPERATING MODEL FOR EUROPEAN OPERATIONS IN PHARMA IMPLEMENTATION OF MATRIX ORGANIZATION AND NEW OPERATING MODEL FOR EUROPEAN OPERATIONS IN PHARMA

CONTEXT

  • One of the leading pharmaceutical companies worldwide.
  • Recent launch of a strategic plan with strong emphasis on putting the patient at the centre and on focusing on offering solutions, implying profound changes in the way of working (cross-collaboration, focus on the customer…), and organisational changes (matrix structure) in a very turbulent market.
  • The objective of the project was to sustain growth and profitability by ensuring that all country operations felt at ease with the new structure, and quickly adopt new ways of working to accelerate execution and respond to market demands.


APPROACH

  • Worked with 8 largest countries in Europe to ensure alignment with the new model, to remove personal and organisational barriers to succeed in the new structure and provide individual and team capabilities that will increase speed and quality of the execution.
  • 12-month program with each country which was developed at European level allowing some space for local adjustments to increase relevance.
  • Main focus was the Board direct reports.

 

RESULTS

  • Successful roll-out of the new model in key European markets.
  • Increased country/team/individual alignment and capabilities to work more collaboratively to effectively respond to a very dynamic and changing market.

 

 

 

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LEADERSHIP DEVELOPMENT FOR THE PARTNERS AND PRINCIPALS OF A TOP MANAGEMENT CONSULTING FIRM GLOBALLY
LEADERSHIP DEVELOPMENT FOR THE PARTNERS AND PRINCIPALS OF A TOP MANAGEMENT CONSULTING FIRM GLOBALLY
LEADERSHIP DEVELOPMENT FOR THE PARTNERS AND PRINCIPALS OF A TOP MANAGEMENT CONSULTING FIRM GLOBALLY LEADERSHIP DEVELOPMENT FOR THE PARTNERS AND PRINCIPALS OF A TOP MANAGEMENT CONSULTING FIRM GLOBALLY

CONTEXT

  • One of the leading global management consulting companies, focused on strategy and operations consulting for large blue chip clients.
  • A new company vision and mission resulting in aggressive growth targets and involving significant cultural change.
  • Need to update the leadership capabilities of their top people to accelerate effective execution.
  • Board changed Chief Learning Officer with the task of preparing the next generation of Partners to fulfill the mission.  

 

APPROACH

  • Co-designed a leadership development program targeted at all Senior Principals globally, aimed at preparing them to became the best possible Partners of the future.
  • Piloted and rolled out the program in different locations to address all Senior Principals across the company regions (Americas, APAC, and EMEA) on a yearly basis.
  • Provided specific support to selected Partners in USA and EMEA to help them prepare to evolve the leadership of the firm. 
  • Designed a specific team alignment program for the Partners of selected geographies. 
  • Provided individual post-program coaching support to a group of Principals.
  • Conducted 360 feedback using both standard and tailor-made tools.


RESULTS

  • Increased team and individual commitment and motivation for growth.
  • Development of necessary leadership capabilities in order to better address growth challenges.
  • Improved relationship between Partners and Principals that resulted in more collaboration.

 

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GROWTH AND COLLABORATION MINDSET FOR MANAGEMENT (TOP 150) OF 420K EMPLOYEE SERVICE COMPANY
GROWTH AND COLLABORATION MINDSET FOR MANAGEMENT (TOP 150) OF 420K EMPLOYEE SERVICE COMPANY
GROWTH AND COLLABORATION MINDSET FOR MANAGEMENT (TOP 150) OF 420K EMPLOYEE SERVICE COMPANY GROWTH AND COLLABORATION MINDSET FOR MANAGEMENT (TOP 150) OF 420K EMPLOYEE SERVICE COMPANY

CONTEXT

  • Provider of Quality of Life Services, with over 80M customers, 420,000 employees, 20bn in revenues and presence in 80 countries.
  • Recent definition of a new business strategy, focused on becoming worldwide leaders, which required:

– To create relevant and global offers putting the needs of consumers at the centre
– To endure to an organizational structure defined by client segment
– To embrace digital and innovation as a new operating system
– To identify and make the best of new growth opportunities

  • A deep cultural transformation was required in order to implement the new matrix organization without losing speed in the execution of business priorities.

 

APPROACH

  • Co-creation with the Company´s Management Institute of a Program for Top-150 (including ExCo members), focused on:

– Growth acceleration in a digital environment and how to leverage on existing info to ensure focus on the customer
– Acceleration of innovation to develop a high-impact global offering
– Promotion of key behaviors for the success of the new organization: collaboration, conflict resolution skills and team alignment
– Embracing the new organization and accelerate personal change in order to make it work
– Engagement of lower parts of the organization in the change process

  • The program, was deployed in different locations in North America, Asia, and Europe and it was facilitated by a global team with members from USA, Mexico, India, UK, Portugal, Germany and Chile).

 

RESULTS

  • Improvement in engagement.
  • Acceleration of the transformation.
  • Launch of selected strategic initiatives identified and defined along the program with significant impact on the organization.
  • Alignment of CEO and Global Executive Committee with the top managers of the company.

 

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LEADERSHIP DEVELOPMENT BASED ON EFFECTIVE CONVERSATIONS INVOLVING BOARD AND TOP 100 MANAGERS FOR INSURANCE COMPANY
LEADERSHIP DEVELOPMENT BASED ON EFFECTIVE CONVERSATIONS INVOLVING BOARD AND TOP 100 MANAGERS FOR INSURANCE COMPANY
LEADERSHIP DEVELOPMENT BASED ON EFFECTIVE CONVERSATIONS INVOLVING BOARD AND TOP 100 MANAGERS FOR INSURANCE COMPANY LEADERSHIP DEVELOPMENT BASED ON EFFECTIVE CONVERSATIONS INVOLVING BOARD AND TOP 100 MANAGERS FOR INSURANCE COMPANY

CONTEXT

• One of the world’s leading insurance companies, of Dutch origin.
• Need to evolve team dynamics to enhance transversal collaboration and accelerate decision making in order to allow a deep business transformation to take place.
• Transformation marked by digitalization and the adoption of new ways of working (lean, agile, etc.).
• Focus on a key geography in Southern Europe.


APPROACH

• Conducted team alignment exercise with the executive team and identified the needs for development in the managers of the company in order to address the key business imperatives.
• Conducted a 6-month project to enhance the conversation capabilities of the top 100 managers, including one-to-one / one-to-many and formal / non-formal settings.
• Conducted practice sessions to implement effective conversations in the context of presentations, conflict situations, and negotiations.


RESULTS

• Adoption of new practices to allow fluent, open, and transparent conversations accelerated the implementation of the new ways of working required by the digital transformation.
• Reinforcement of alignment at Board level.
• Improvement of cross-functional collaboration.

 

 

 

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LEADERSHIP DEVELOPMENT AND TEAM ALIGNMENT FOR GLOBAL E-PAYMENT SERVICE PROVIDER
LEADERSHIP DEVELOPMENT AND TEAM ALIGNMENT FOR GLOBAL E-PAYMENT SERVICE PROVIDER
LEADERSHIP DEVELOPMENT AND TEAM ALIGNMENT FOR GLOBAL E-PAYMENT SERVICE PROVIDER LEADERSHIP DEVELOPMENT AND TEAM ALIGNMENT FOR GLOBAL E-PAYMENT SERVICE PROVIDER

CONTEXT

  • Global leader in e-payment transactional services.
  • Client is CEO of Iberia and Latin America and desires to explore all of the potential of his executive team to evolve into a high-performing team.
  • Client gets promoted to Global Chief Sales Officer and, after consolidating his new executive team, wants to align all of the team members under a common purpose.

 

APPROACH

  • For the executive team of Iberia and Latin America:

– Leadership Program focused on the individual and the team allowed to create a strong sense of protagonism and mobilized people to change in a year-long process
– Individual and team mentoring support to ExCo members

  • For the executive team of Global Sales, applied a team alignment methodology to create a sense of purpose and set the basis for a high-performing team.

 

RESULTS

  • Mobilization and commitment at both individual and team levels.
  • Construction of solid team bonds to face the business challenges.
  • Alignment of team members under a common purpose and values.
  • Reinforcement of trust among team members.
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MANAGEMENT ALIGNMENT TO ADDRESS A MAJOR DIGITAL TRANSFORMATION FOR A TRANSPORTATION COMPANY
MANAGEMENT ALIGNMENT TO ADDRESS A MAJOR DIGITAL TRANSFORMATION FOR A TRANSPORTATION COMPANY
MANAGEMENT ALIGNMENT TO ADDRESS A MAJOR DIGITAL TRANSFORMATION FOR A TRANSPORTATION COMPANY MANAGEMENT ALIGNMENT TO ADDRESS A MAJOR DIGITAL TRANSFORMATION FOR A TRANSPORTATION COMPANY

CONTEXT

  • Subsidiary of a French multinational logistics and transportation company.
  • Client faces the need to transform its business model radically to cope with the demands of e-commerce clients: maximum flexibility, strong agility, and new levels of customer service.
  • CEO has announced a new organization and operating model, including a restructuring of the Executive Committee (ExCo).


APPROACH

  • Conducted a team alignment process for the ExCo, preparing and executing it hand-by-hand with the CEO. Included initial leadership development session with individual and team follow-up to support the implementation of the new organizational roles.
  • Developed leader-led leadership development program for top 50, involving strong preparation and protagonism of ExCo members, to support the change of mindset, attitudes and behaviors required by the business transformation agenda.
  • Conducted 360 feedback using specialized leadership tool.


RESULTS

  • Rapid and effective implementation of new organization.
  • Strong alignment behind new operating model.
  • Engagement of direct reports to ExCo and minimization of communication and alignment gaps between the two groups.

 

 

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POST-MERGER INTEGRATION AND CULTURAL TRANSFORMATION FOR A GLOBAL RETAILER
POST-MERGER INTEGRATION AND CULTURAL TRANSFORMATION FOR A GLOBAL RETAILER
POST-MERGER INTEGRATION AND CULTURAL TRANSFORMATION FOR A GLOBAL RETAILER POST-MERGER INTEGRATION AND CULTURAL TRANSFORMATION FOR A GLOBAL RETAILER

CONTEXT

  • Global cash & carry operator with presence in 28 countries.
  • Business results severely challenged by the world crisis and change of consumer habits. New corporate business strategy recently defined to address the demands of a more competitive market.
  • Need to accelerate the execution of the new strategy in all the countries, with focus on the 8 biggest markets, ensuring a change of mindset required to implement it, and conducting an urgent cultural change, centered around the customer, while growing in sales and profitability.
  • Client requests to conduct a specific cultural change effort in Iberia (Spain and Portugal) after recent merger of the operations into a single business.


APPROACH

  • Strategic Alignment of the Iberian Executive Committee (ExCo).
  • Team coaching to the Iberian ExCo to accelerate strategy implementation and cultural transformation, developing key leadership and management skills to cope with the demands of a post-merger environment. 
  • Cultural alignment for the whole organization, developing self-leadership and team leadership with Oxford Leadership flagship methodologies “Self Managing LeadershipTM” and “Leading High Performing Teams TM”. Deployed to the entire organization through a “Train the Trainers” model in 18 months.


RESULTS

  • +5,000 participants took part in leadership development programmes aimed at supporting the adoption of desired mindset and behaviors.
  • Improvement in employee engagement and work environment despite of the economic crisis and the loss of some employee benefits.
  • High-performing teamwork dynamics implemented by the management team.
  • Creation of common symbols and language.
  • Growth in the resilience of the organisation.
  • Substantial financial results improvement regardless of deep economic crisis.
  • Supported the implementation of the cultural transformation for 36 months, in the context of a larger multi-national engagement where Oxford Leadership supported the leadership development of +100,000 employees across 26 countries.

 

 

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DEFINITION AND IMPLEMENTATION OF A NEW LEADERSHIP STYLE AT ALL LEVELS FOR A MULTINATIONAL INFRASTRUCTURE GROUP
DEFINITION AND IMPLEMENTATION OF A NEW LEADERSHIP STYLE AT ALL LEVELS FOR A MULTINATIONAL INFRASTRUCTURE GROUP
DEFINITION AND IMPLEMENTATION OF A NEW LEADERSHIP STYLE AT ALL LEVELS FOR A MULTINATIONAL INFRASTRUCTURE GROUP DEFINITION AND IMPLEMENTATION OF A NEW LEADERSHIP STYLE AT ALL LEVELS FOR A MULTINATIONAL INFRASTRUCTURE GROUP

CONTEXT

  • Leading infrastructure and municipal services operator.
  • The company had just begun a strategic geographic expansion, due to severity of the crisis in its home market.
  • This expansion could not be conducted without changing the leadership style, from a hierarchical approach to a collaborative one, to ensure coordination and alignment between local operations and company headquarters.
  • The resulting business growth and diversification demanded talent to be developed fast and effectively with the ability and the willingness to work internationally. 

 

APPROACH

  • Definition of Corporate University global and regional objectives and key processes (e.g. financing, communication, participants’ engagement…).
  • Design of the company’s leadership development offer, including ad-hoc programs to meet leadership development needs from multiple perspectives (self-leadership, managing others, leading high-performing teams and on-boarding).
  • Execution of the whole leadership offer for all leadership levels (directors -including the board-, pre-directors, managers. Newcomers to the organization and in several geographies (headquarters, USA, Latam).

 

RESULTS

  • Creation and consolidation of a new corporate leadership style and language, at all levels and geographies.
  • Improvement of individual and collective performance.
  • Increase in cohesion between the different geographies and business units, despite the ambitious expansion process.
  • Over 800 executives and managers have attended our programs during 7 years.
  • Strategic partner of the Corporate University, as a key player in the cultural transformation and leadership development process.

 

 

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LEADERSHIP AND BUSINESS VISION DEVELOPMENT FOR HIGH-POTENTIALS OF AN INSURANCE COMPANY
LEADERSHIP AND BUSINESS VISION DEVELOPMENT FOR HIGH-POTENTIALS OF AN INSURANCE COMPANY
LEADERSHIP AND BUSINESS VISION DEVELOPMENT FOR HIGH-POTENTIALS OF AN INSURANCE COMPANY LEADERSHIP AND BUSINESS VISION DEVELOPMENT FOR HIGH-POTENTIALS OF AN INSURANCE COMPANY

CONTEXT

  • Multinational insurance company, one of the leaders in Latam and Europe, with relevant presence in North America, Asia and more than 35,000 employees globally.
  • The company operated with a silo-based approach, with a clear potential for improvement in collaboration. Also, it was too focused on day-to-day operations, and lacked strategic vision.


APPROACH

  • Identification of the best high-potentials globally.
  • Design and implementation of a mixed development program, integrating leadership and business strategy. It lasted 1 year and included 4 weeks of off-site training, mentoring, and a continuous action learning process through the design and implementation of an innovation program.
  • Integration and coordination of all the different players involved in the program (in-house facilitators and external providers), ensuring that participant experience was coherent and consistent.


RESULTS

  • Increase in individual and collective impact.
  • Identification and effective implementation of innovation projects to support corporate strategy execution.
  • 120 high-potentials took part in the program in 4 years.

 

 

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