2. A major player in the green energy market
This company had been put together by venture capitalists aiming to build a major player in the booming world market for green energy. The main strategic issue was the immaturity of processes that were no match for the emerging competition.
With a strong unity of purpose the new senior team cleared agendas, allocated resources and identified work streams getting the change programme moving.
There was also an impressive effort to focus the organisation on the issues with a wide and deep communication campaign and the application of text book programme governance.
A “town hall meeting” was held which brought together the 70 people involved in the change programme for three days; change projects were defined, teams formed, objectives set and accountability agreed.
The result was highly motivated teams focussed on the change programme. However, the development of the leaders and members of those teams to drive change was only considered as an after-thought. Inappropriate training not integrated into the change programme left the organisation dependent on consultants to lead key change elements The learning point is that a change programme is where, with the right coaching, high potential managers can become credible change leaders who make the change happen.