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A large Southeast Asian food and beverage manufacturing was undergoing cultural transformation.
Top management had an autocratic leadership culture and a micromanaging approach to leading their employees. The culture caused high turnover rates in the organisation, resulting in the tenure of team members consisting of either very new or very old employees.
- The organisation had goals to expand beyond the food and beverage industry. However, with a lack of leadership bench and high turnover rates, plans to diversify the business portfolio were not able to reach their optimum potential as the company could only venture into limited areas of expansion relying on reshuffling their already weak leadership team.
- Top management had the mindset of knowing everything that occurred in all teams, but teams only had to know what was happening within their group. With a competitive internal culture and silo mentality, managers were not able to work well with each other and did not take a collaborative approach toresolving issues.
- There was no transparent culture of accountability within the organisation. Teams operated on their own, and they did not recognise their own accountabilities and responsibilities, instead they passed around their failures achieving targets across groups.
- Competency profiling,
- Leadership development strategy and implementation, and
- Development center design and implementation
- Through multiple interviews with all senior management and board members, we analysed the organisation’s challenges and assisted in aligning proposed initiatives to organisational business drivers.
- Our competency profiling aligned the organisation’s current leadership competency model to a future-oriented profile, reflecting the desired culture.
- We developed and implemented leadership learning journeys (combination of classroom and experiential-based learning elements) for 3-levels of leadership, reflecting and reinforcing the desired set of behaviours and expectations.
- We designed assessment and development centers (360-degree feedback, business/leadership simulations, and psychometric tests) for 3-levels of leadership, allowing potential leaders to be assessed and developed.
- Senior management recognised the skillset/mindset necessary and reinforced the right behaviours. This allowed their learning journeys to be more effective, as the next generation of leaders also reflects their new thinking.
- All employees/leaders understood the critical skills and behaviours necessary for success. The new competency model aligned the talent and development plans to the renewed organisational direction.
- The structured leadership journeys designed ensured all leaders receive the right skills to be effective. Through multiple learning interactions, the leaders within the organisation started to collaborate and learned to resolve conflict constructively, as demonstrated in feedback shown in the year-end reviews.
- The newly created assessment and development centers allowed the organisation to have a better, more relevant internal hiring and development process. They could hire the right talent for their organisation while creating programs to develop their existing talent to align with their new culture.