Contact

Changing company culture

Production company

Changing company culture

CONTEXT

A production company, a knowledge-based organization where highly qualified senior employees play a key role. The management style is changing from centralised to participative and an increase of ownership is needed amongst the management team. The main objective of the project is to increase the level of commitment and strengthen the leadership skills within the management team, a team of about 15 directors, managers and teamleaders.

 

Twee zakenmannen in gesprek, kijkend naar een laptop. Eén man in een blauw overhemd luistert aandachtig, terwijl de andere in een wit overhemd iets uitlegt.

SCOPE

The project included defining the attitude of managers expected by the board and implementing a leadership development program accordingly. Additional goals:

  • Analysing the requirements and implementing a (new) HR function in the organisation.
  • Creating a system for capturing and transferring knowledge.
  • Conducting an assessment centre for the internal recruitment of the new supply chain director.

During the project there were several other topics in which the CEO of the company was supported.

APPROACH

  • Analysis of the organisation based on interviews with key employees at all levels and representatives of trade unions.
  • Workshops with the management team, including SWOT analysis, team building and improving communication.
  • MindSonar, a tool diagnosing the mindset and values, was used for team development and recruitment.
  • Individual and group coaching.
Een teamvergadering in een moderne vergaderruimte, waar een spreker een presentatie geeft en collega's aandachtig luisteren.

Results

  • Increased awareness of expected attitude amongst employees.
  • Simplification of the organisational structure and clear designation of responsibilities and tasks, resulting in increased managers’ engagement.
  • Improving communication between teams by introducing regular meetings and establishing focus groups to analyse and solve problems.
  • Development of a system for codifying and transferring technical knowledge.
  • Implementation of a performance-based bonus system.
  • Increased synergy between teams.
  • Increased level of trust within the board and management team.
  • Ending a structural dispute with the unions.
  • Implementation of HR function, including the successful recruitment and onboarding of a HR business partner.
Scroll to Top