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CULTURE TRANSFORMATION

Background

 A newly appointed CFO wanted to transform the culture of a financial service team. According to the leadership team, the group was decentralized, un-organized, there were redundant roles, and high-levels of miscommunication across the team. 

Scope

- Identify key business processes. 

- Develop strategy to sort role redundancy. 

- Design a change management plan to rollout changes to the organization (including reduction in workforce). 

- Coach intact training team on new roles and responsibilities where training would be needed. 

- Design and deliver team building interventions using the MBTI. 

Outcome

- A new centralized department was created with clear spans and layers. 

- Training programs were launched for newly minted roles. 

- Communication vehicles were created to maintain visibility across the organization. 

- Team engagement increased.