Managing between the lines
The IT 360
A British IT multinational was keen to improve its line management and internal collaboration capability. It launched a massive development programme 'People and Change' based on a customised 360 survey. Managers and technology experts were configured to reflect lateral collaborative relationships.
Facilitation helped the groups to understand the 360 feedback and agree action plans. A prominent issue was the over-reliance of some individuals on their technical know-how without taking into account interpersonal and organisational factors.
The Ambassadors
The programme led to a fascinating spin off. The company was concerned to oil the wheels of co-operation between the R&D, Manufacturing, Marketing and Sales communities.
We designed a representation simulation for which teams had to select, brief and exchange cross-functional 'ambassadors' based on a close assessment of the skills needed and available in the team.
'But I'm an engineer, not a sales person!'
Maintenance engineers had traditionally been wedded to a service rather than a sales culture. This was reinforced by their accounting status as a cost centre. The company had introduced a strategy through which service engineers needed to generate incremental sales without prejudicing their primary role to maintain and repair equipment. There was a great deal of resistance among the engineer community who as part of the change were to be managed as a profit centre.
The assignment focussed on the Director and team responsible, with the aim of introducing a more sales-orientated approach to management, underpinned by skills development.
