There are times when even a highly capable leadership team needs help to maximise the delivery of their initiatives. In this case the Leadership team needed to regain control and prioritise those tasks that were the most important for delivering the strategy. Identification of the key tasks was the first step – particularly as it turned out there were so many ‘wayward’ initiatives. Understanding the situation and then finding a way to manage it was the key need.
How we helped
Skarbek conducted in-depth analysis of the existing initiatives. We discovered, documented and assessed a surprising 240 of them. A number which shocked the Leadership Team who had been so busy fighting the everyday fires that their systems had started to break down. We came alongside the leadership team and facilitated a series of sessions to help them reduce the 240 to 18 key programmes. Once these had been identified we assisted in ensuring they were all closely aligned to the master strategy and finally we prioritised the 18 programmes. We were able to do this using Skarbek team members with real experience of exactly the issues the client leadership were facing. Added to this practical experience was the unique blend of process and inspiration that is the Skarbek hallmark. We rolled up our sleeves and made a tangible difference at a time when the client was in danger of being swamped by the demands upon them.
The results were quite remarkable – the leadership team gained a new sense of control over and engagement with their organisation. Their staff felt greater clarity, purpose and momentum, as well as a new connection with the overall strategy. It is fair to say this was an example of ‘pain relief’. In real terms
within six months, the division had achieved its highest market share ever.