| Team Development || Executive Coaching || Mentoring || Strategic and Business Plans || Leadership Development || Social Networks |
Case Study - a Divisional Business Plan
Recently we were invited to facilitate a divisional business plan. Several dilemmas faced this division:
- developing their relationships with a recently appointed manager
- team members worked throughout the country and rarely met
- major technology solutions had been implemented and currently two systems were being run as the new one came up to speed
- the team knew areas they wanted to progress and were cynical that these things would change.
Carol the new manager, sent out a survey to discover what staff thought was working well, and what wasn't. Responses fell into three areas:
- client relationships and service,
- team and HR concerns and
- systems and processes.
Naturally Carol was keen to develop a plan which would be implemented, so we invited the CEO, general managers and key others from each area of the business to come to the first morning of the workshop and for a couple of hours on the second afternoon.
During the first morning, teh gorup worked in their teams. Each identified the current state of their working relationships with the other divisions and the potentials for further development. In the afternoon we scoped out the results the division wanted to see in the next month, 3, 6, 12 and 18 months. Then we focused on what needed to happen to achieve these results. Everyone pitched in and collaborated.
The results:
- a business plan was developed with milestones to 18 months
- what was working well, and next steps were identified for relationship with each of the business units
- team meetings and operating agreements established including weekly conference calls and monthly face to face meetings.
The team adopted three working principles
- Progress is visible
- We won't invent the wheel
- We take ownership and responsibility for achieving outcomes we have set
The key others returned on the second afternoon. They heard of the work done, and actions to be taken. Each identified teh specific value they would add in ensuring this division was successful.
We included a 'fish bowl' — the divisional team members sat in a central circle, reflecting on what they'd gained by having the other managers there. 'I didn't realise how much people cared and how much support we had for what we were doing'. 'It feels great to know others are involved with us'. 'I'm surprised they know what we are doing.' The fish bowl was reversed and those invited responded with 'what we wish for you as you undertake this work…
This month is their second 100 day check in, and areas of progress and areas for attention are being identified.
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