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.

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.

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.

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…).

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.

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.

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.

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.

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.

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.

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 Leadership^TM” and “Leading High Performing Teams ^TM”. Deployed to the entire organization through a “Train the Trainers” model in 18 months.

+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.