Constructive Change – Supporting a business through a major change programme

With a mission to bring teams together and support greater collaboration between departments, the UK base of a large engineering organisation elected to build a central building to house a number a of dispersed teams. The challenge they were facing was how to not only run the project effectively but also in a way that actively encouraged greater collaboration throughout.

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Background

Background     

Background

The customer is an international engineering organisation

The customer is an international engineering organisation, designing and manufacturing equipment for use in the transportation, aerospace, defence, financial and security sectors. Working in partnership with many well-known organisations and government bodies, the organisation is instrumental in many aspects of daily living including travel, banking and safety in the UK. With thousands of staff worldwide the organisation has considerably complex training requirements, and recognising the need for on-going people development to help build a sustainable future, they ensure L&D within the workforce is a top priority.

Problem

problem

The Problem

The customer is an international engineering organisation

With a vision to help inspire a more collaborative working environment and reduce unnecessary costs, the customer organisation was looking to build a new working space to house several, disparate teams in one location. The challenge being faced by the team was how to effectively run this large scale project that will not only enable a suitable building to be constructed, but will also help encourage collaboration throughout the process and achieve the ultimate vision of creating ‘one team’ within the building.

Solution

solution

The Solution

The customer is an international engineering organisation

The initial solution that was proposed by the customer was a two day workshop to help the project team come together and establish its working strategy and develop cohesion for the months ahead. The workshop was run for all project team members as well as relevant stakeholders to help invigorate and energise those involved. It revolved around generating a vision for the project, as well as looking at challenges, timescales, opportunities and risks. Several different approaches were used within the workshop including team building games, design thinking tools, and the creation of visual prompts displaying the expected process of the project. In order to achieve the desired outcomes it was important that the workshops offered individuals the time to explore all of the above and fully immerse themselves in the project team environment. One of the most important areas to consider was how to help individuals connect the practical elements of the project (i.e. the physical build and move) with the overarching vision (to create a unified team able to freely collaborate in this new space). After the initial workshop was run, several more were then requested to address these issues more deeply. The most important element of the workshop to ensure its success was to allow the project team and stakeholders to have significant input into what they wished to explore and how to make the most of the sessions, and while it was facilitated by TLD, it was heavily influenced by the needs of the individuals and the project aims.

Training

Training

The Training

The customer is an international engineering organisation

As it was designed to be a project kick off workshop, the session didn’t include ‘training’ as such, but required input from the facilitator to run the sessions and utilise relevant tools and techniques to help draw out the issues to be addressed. This required the use of numerous resources to be delivered by TLD including team building games and then reviewing the outcomes of these and lessons learnt. A number of creative and design thinking approaches were also used to explore how the team could more effectively work together, anticipate and address any potential issues or risks, and how to maintain motivation as the project progresses. The team were also encouraged to explore lessons learnt from previous experiences and how they may inform the current project. Throughout the session the group were encouraged to create visual representations of the things they discussed and displayed them around the room to help keep them at the forefront of people’s minds. This was intended to help individuals internalise what had been explored, and to aid with this further they were asked to run a ‘road-show’ for the CEO and Vice President of Supply Chain for the UK arm of the business. The group were also asked to develop a one-page synopsis of the session that they could take away and review over the coming months and to help remind them of what they had learnt and agreed to work towards moving forward.

Challenges

Challenge

The Challenges

The customer is an international engineering organisation

Intangible project objectives – one of the biggest challenges faced by the project team being supported was to understand the overall vision of the venture. While the construction requirements were relatively clear and coherent in terms of what was needed, the vision to create a unified team within the building was much more abstract. In order to achieve this aspect of the objective, a large transformation would be required during the transition to the new building, developing a new culture within the new working environment. Helping individuals appreciate this element of the project was a considerable challenge to address and looked at how to generate a comprehensive and actionable approach to achieve this vision that was understood and agreed by all parties. In order to ensure this was possible it was important that TLD fully understood the concept as well, and were able to support the group in articulating and visualising it. This was especially important as the underlying vision was the main foundation of the project and would consequently influence all other elements of its implementation. By working with the team to more coherently express what the vision is and how it can be achieved, it ensured that it remained a prominent focus and reference for future sessions.

Outcomes

outcomes

Outcomes

The customer is an international engineering organisation

The first request was for TLD to deliver some basic team building training for the project team; however after the first workshop it became clear that there was much greater scope, and more intensive interventions were needed to help the team achieve their ultimate goal. The intervention was thus reviewed and a new approach proposed, one that better met the needs of the group going forward.

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