This organisation promotes the development of creative companies in England. Its mandate is to be a ‘think/do tank’ for the creative industries. It is an investor, influencer and a creator - driving diverse collaboration and growth in the creative sector. The company has offices in Bristol, Manchester, Birmingham and London.
Introduced by the Board to work with the CEO and the SLT (the executive strategic board as opposed to the governance role of the actual board) to build better teamwork whilst supporting and developing the SLT in terms of strategy formulation and delivery.
A number of interventions have taken place over the last 3 years as we have worked and continue to work with the organisation at all levels.
The starting place was with the SLT via team coaching sessions to help the team understand what a high performing team members better and create agreed behavioural norms as well as help them to adopt a new strategy when their initially work better together especially in Pivitol relationships such as the CEO and CFO.
Through the team coaching, the team were able to increase understanding and empathy towards each other, and also identified its limitations. The team were too involved in tactical execution which was also its Achilles heel in terms of preference.
This lead to creating leadership/management development programme for the level below (which we were also contracted to develop and implement), which allowed the senior team to focus at a strategic level. Key individuals at this level were also nominated as Culture champions.
Through team coaching, the SLT also agreed that the organisational values, that had been created over 3 years earlier needed reviewing and assessing
We delivered two methodologies to create a bespoke robust cultural analysis. The Cultural Orientations Framework™ (COF) – this online assessment facilitates the understanding of salient cultural beliefs. And secondly, The Culture Decoder™ – The Culture Decoder is an online assessment designed to measure and decode the organisation’s values, based on, and validated, through academic research and practice.
The executive team reshaped itself – now a more appropriately to be more strategic. It has agreed new ways of working including different types of meetings and better ways of coming to decisions. The business also re-engineered its strategy and acquired another organisation.
Alongside this the Cultural assessments uncovered the dominant thoughts and behaviours as well as highlighted the areas requiring the most attention. A facilitated discussion of the results took place with the SLT. Working collaboratively, the SLT were able to decide which measures to employ to address the cultural inhibitors and value conflicts, creating a platform for cultural alignment. A company away day was facilitated by pressurepoint to deliver the results and help develop solutions. responsibilities and procedures followed, including the nomination of cultural champions.
