Facilitating the sharing of best practice across a newly merged business division
Deloitte are the preeminent global professional services firm, delivering services in audit, tax, consulting, financial advisory and risk management services in over 150 countries around the globe. In this instance, we were commissioned by the L&D team embedded in an area of the UK business that was experiencing significant change.
Two client-facing divisions were merging under new leadership and were keen to smooth the internal integration process whilst retaining the quality and focus on client deliverables. Catseye was consulted early to explore how to leverage and share existing pockets of leadership and technical expertise to optimise the transition, whilst respecting the personal and political sensitivities of all involved.
Working closely with our client we ran a series of focus groups and interviews to foster further engagement from the senior stakeholders and identify ‘superstar’ qualities in two critical business skills areas. The superstar qualities were refined into a bespoke online survey that was sent out to leaders in the merging divisions.
As well as self-assessing they invited 360o feedback from internal and external stakeholders to complete their ‘Business Leadership Index’ (BLI). The process was devised, monitored and reported by Catseye with the use of online tools; the ensuing data being used to focus individual development as well as identifying trends across different teams.
From the information gathered through stakeholder meetings and the BLI, Catseye designed a bespoke two-day pop-up ‘Business Leadership Academy’ (BLA), bringing people together to share their experiences and skills. The BLA was enhanced by working in small groups supported by a mixture of in-house coaches, Catseye business coaches and professional role-play actors. The whole experience was designed around the premise of leader and peer led learning with the content generated by the participants and supported by the data from the BLI.
The groups kept it practical and agreed how to support collective and individual changes going forwards in order to maximise the development of superstar qualities.
The BLI gave the leaders valuable feedback and a clear focus for their ongoing skills development. Further to this, feedback from the Academy high-lighted the benefits of people spending dedicated time together, building those all important networks that facilitated the emotional and professional integration of the two business units.
The more senior leaders also enjoyed sharing their stories, meeting more of their people, and fostering a greater sense of team so everyone’s focus and discretionary efforts could shift from the mechanics of the change back to the delivery of world class client service.
A second running was commissioned.