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Culture change in a multi-national fmcg company. Employee satisfaction increased from 18% to 81% and attrition fell five-fold in 2 years. Sales per capita increased by 145% and profit by 113% in 3 years.
Business Context:
An autocratic management style and the organisation operating in functional silos resulting in no innovation, empowerment or risk-aking
Employee attrition running at 47% reflecting low employee morale
New Regional President installed with growth objectives
Results:
Manufacturing plant moved from threat of closure to most cost effective plant globally within 3 years
Sales per capita increased by 145% and profit by 213% in 3 years
Employee belief that the culture values are lived rose from 18% to 81% in 2 years
Attrition reduced from 47% to 9% in 2 years
Approach Adopted:
Cultural/behavioural change strategy through all levels of the organisation
1 In functions: Development of vision & identification of barriers, introduction of behavioural models, personal feedback and action planning for personal accountability.
2 Cross functional/matrix teamworking using neutral tasks including feedback on individual/team behaviours in tasks, reinforcement of previous behaviour models and introduction of additional ones.
3 Skills development including high performance coaching, leadership, negotiation, persuasive presentations, assertiveness, facilitation, listening and effective meeting management.
Provision of ongoing feedback to board members and mentoring.
HR practices reviewed to ensure consistency of message/reinforcement of culture change.
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