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Mac Consulting

Behavioural transformation: Moving from order taker to strategic thinker

BEHAVIOURAL TRANSFORMATION: MOVING FROM ORDER TAKER TO STRATEGIC THINKER

MAC Consulting partnered with a large financial institution to lead them on a behavioural transformation journey. This was focused, not on technical knowledge (what individuals do), but rather on behavioural competence (how individuals do it). Behaviour is a driving force for an organisation, their culture and ways of working – the way individuals and leaders behave as well as the impact and influence they have on each other and their customers.

THE TRANSFORMATION JOURNEY

The journey was designed for three levels of cohorts: front-line employees, future leaders, and current leaders in the organisation.

It focused on five dimensions key to driving change and transformation:

  • Self-awareness
  • Team awareness
  • Organisational awareness
  • Contextual awareness
  • Future awareness

The key enablers to drive this transformation were: alignment, shared purpose, quality decisions, functional relationships, the right actions and continuous practice.

As depicted in the model above, the aim of this journey was to transform behaviour through building new capabilities within each dimension and to execute these capabilities, through practice and mastery, embedding a culture aligned to the organisation’s aspiration.

PROGRAMME APPROACH

To identify the key behaviours that the organisation wanted to shift and embed, an organisational analysis was done through face-to-face interviews to gather information and insights and to create a bespoke programme. Based on the data analysis, five key behaviours were developed for each of the five dimensions, which would be the foundation of the programme.

Delegates took part in master class sessions to deep dive into the behaviour and create mastery in each session, which was further enhanced with one-on-one coaching. The coaching sessions were important to unpack and understand oneself, to determine what the underlying causes of the current behaviour were and to put actions in place to assist with shifting to new behaviour.

Each cohort was taken through the programme framework. The future leaders additionally formed smaller groups to find and understand a core business problem or need and, through running sprints, solved the problem and presented to an exclusive panel. These groups had the additional mandate to execute and implement after the programme to shift themselves to the next level as the future leaders and strategic solutioning partners of the business.

A Behavioural App tool supported this programme by monitoring the shift in delegate behaviour. Delegates received real time feedback from key stakeholders, their teams and colleagues on behaviours they were focusing on in a meeting or interaction. This allowed delegates to start eliciting feedback and embedding an additional element to the organisational culture – asking for and receiving feedback. This never existed in the culture before.

PROGRAMME OUTCOME

The programme was a success from the point of view of delegates, other stakeholders and colleagues that could see the difference and shift every individual made on their transformation journey.

The programme did not stop there, however. In order to continue the transformation and create sustainability within the organisation, further mentor groups, coaching groups and discussions took place after the programme. Delegates were continuing their journey together, taking along other individuals that could not be part of the programme.

If you are ready to take your employees and organisation to the next level, to harness and build new capabilities and to move your people from order takers to strategic solutioning partners, it is time to start transforming behaviour today.

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