An award-winning non-profit healthcare network, recognized as one of America’s 50 Best Hospitals had experienced significant growth over the last couple of years.
As their operations expanded, the executive team was asked to align each of their departmental goals with the hospital’s strategic priorities.
The CHRO requested support in getting her direct reports - who up until then had been working very siloed – to align and coordinate the departments’ priorities to support the organizational strategy.
Interviews were conducted with the CHRO and team members to understand the current project workstreams, ways of working and challenges the department was facing.
A strategy team day was organized during Q4 to align on their departmental priorities for the following year.
During the first half of the day, team members were reminded of the corporate strategy and presented with the findings from the interviews. They were then challenged to identify those projects critical to the success of the hospital’s strategic goals.
Once the key departmental projects were established, using an online assessment tool, the team was asked to identify which competencies they needed to showcase in order to be successful. This was followed by a self-assessment on the agreed competency list, identifying individual strengths and development areas for next year.
The CHRO received one-on-one ongoing coaching to support the development of her direct reports.
Each team member produced an individualized development plan for their identified competency gaps and worked with the CHRO to bring in to life through the departmental work.
The team demonstrated increased alignment regarding their departmental priorities for the following year and agreed to update each other regularly on progress. They also showcased increased awareness of their strengths and gaps as a team.
At the individual level, team members recognized the importance of continuous development in order to achieve their strategic priorities. By acting as their development coach, a better working relationship with the CHRO was established.
A multinational financial and asset management firm headquartered in London was looking to increase cohesion and reduce duplication across its divisional businesses to improve its financial performance.
To do so, a group function was built to identify common needs across all of its business areas. The teams in the group function were struggling to encourage collaboration across business lines, to meet the demands of the business and distinguish their work from that of the subject matter experts in each business area.
Observations amongst group function and divisional members were conducted over multiple team meetings to understand how members interacted with one another.
Using the observational data, a problem statement around their ways of working with each other and the divisions was presented. A facilitated team session leveraging design thinking and collaboration principles helped team members solutionize multiple avenues to engage with their divisional customers and each other more effectively.
Two of those solutions were identified as implementation priorities and assigned to two product owners.
By focusing on two main operational problems – how they were engaging with the divisional representatives and with each other – the team was able to unearth the inconsistencies and ineffectiveness of their current operating model.
Brainstorming and designing as a team ensured everyone’s involvement in the success of the solutions identified. By prioritizing two easily implementable changes, the team noticed significant improvements quickly.
The process also highlighted to members the value of coming together and agreeing collective priorities above the individual priorities of one division or team member.
A customer-centric retail and commercial bank had experienced significant growth over a 10-year period. During that time span, their original front-line leadership development journey had not been altered.
After a major financial error and subsequent public scandal, the organization was determined to persist on their value proposition but forced to reduce their operating costs. Their request was to continue to offer their leadership development program with significant spending cuts to their training budget.
A customer-centric retail and commercial bank had experienced significant growth over a 10-year period. During that time span, their original front-line leadership development journey had not been altered.
After a major financial error and subsequent public scandal, the organization was determined to persist on their value proposition but forced to reduce their operating costs. Their request was to continue to offer their leadership development program with significant spending cuts to their training budget.
The re-designed front-line leadership development program was piloted with 170+ new leaders within a year, receiving extremely positive feedback. Leaders appreciated the flexibility and autonomy granted by the new delivery style, being able to complete their development journey around their work schedules without compromising the networking and relationship-building opportunities that resulted from being part of a cohort.