The first step was to agree with the Board – comprising the CEO, Managing Directors from all five companies and Global Finance Director – that senior levels within the organization had to fully understand the new ‘collaborative vision’. This then had to be communicated throughout the organization to start cultivating new collaborative ways of working.
The plan was set in motion through a series of global programmes designed and implemented in the US and across Europe. Each programme enabled leaders and managers to identify how they would work with and serve their internal and external customers, and use their resources cross functionally.
BSI worked closely with senior managers and directors to make sure the new vision was aligned throughout the business. By hosting facilitated meetings as well as coaching and mentoring sessions, buy-in was achieved at all levels and change champions were suitably equipped to help implement and embed the new practices within the agreed time frames.
Because employees at all levels were included in creating and driving the new initiative with a clear sense of purpose and identity, internally the change process was more readily accepted. This meant the silo mentality of the previous companies was eliminated and employees had a better understanding of how to engage with their colleagues from different backgrounds as a unified company. Non-conformances were minimised, the workflow was better maintained and margin significantly improved through cost-saving initiatives recommended by employees. Externally, the media and clients welcomed the organization’s new identity and commented on the new streamlined ways of working as a significant improvement to client relationship management.