How we did it
Drawing on behavioural diagnostics and our in-depth knowledge of business psychology, our team of business psychologists and consultants took a four-step approach.
This six-month journey enabled us to assess and identify existing behaviours, issues and cultural influences, and define and encourage new ones to harmonise across the businesses.
The four steps included:
- Creating a vision
We interviewed senior leaders and stakeholders, created customer surveys and led focus groups to identify issues, as well as the critical behaviours needed to deliver organisational strategy. Through this work, we were able to define a vision for cultural change that brought the best from each organisation and aligned with strategic goals, and to create a charter focusing on delivery excellence.
- Launching The 3rd Way
We targeted these critical behaviours through internal change champions who would engage and disrupt patterns of behaviours. As part of this, we set up several ‘micro labs’ across the business, to test at small scale how the new way of doing things would be adopted by staff. Each pilot was designed to model the desired behaviours and attract more people to other projects, thereby prompting staff to adopt the new behaviours. As a result, employees built an emotional commitment and pride in doing things differently.
- Embedding The 3rd Way
We encouraged new behaviours and habits by nudging people to adopt the target behaviours. A network of coaches was also set up to offer one-to-one coaching support for individuals. This helped people to overcome resistance and was a way of rewarding behavioural change.
- Measuring progress
We defined measures and reported against these throughout the culture change programme to track progress and assess its success.
“Culture is engrained in the fabric of an organisation and dictates how power, people and resources align. Having the right culture can accelerate positive change and outcomes for your business.”
The company put its success to date down to its deliberately flat structure which had encouraged agility, and leveraged the skills, knowledge and abilities of the very best network engineers.
To allow the merged organisation to meet its business challenges, the new culture evolved from this existing flat hierarchy. This approach allowed the company to minimise unhelpful behaviours and embrace the best cultural elements from across the acquired organisations, while still benefiting from the flexibility, agility and ‘can-do’ attitude that had helped it succeed.
The 3rd Way now facilitates faster decision making, better accountability, more collaboration across multi-disciplinary teams, greater group problem-solving, plus ideas for ongoing improvement.
In launching The 3rd Way, our support significantly contributed to changing behaviours and increasing engagement among employees. By recognising and combining the cultural strengths from the organisations, staff morale improved and projects’ success increased by as much as 23%.