A UK based fin tech infrastructure company processing £5 trillion worth of payments that designs, builds and operates industry-leading bank account-based payment systems.
The business had already undergone change in 2017, successfully implementing transformation to become more efficient. Through this process became aware it could not afford to rest on its laurels with a past history of ‘success’ as it could see on the horizon new competitors from different industries entering its marketplace and pressure from its client and biggest stakeholder the Bank of England.
The intervention, as we often recommend, was to start with the top team of the function. We opted for a modular team coaching programme consisting of six, one-day sessions, delivered over nine months. We gathered data on the team using 3 diagnostic tools as its basis:
1. Team Performance Profiler - to measure team performance across 7 high performing team factors.
2. PROPHET - to assess the capability of the leadership team to initiate, design, execute and improve a strategy, and, assess the degree to which team members are deployed effectively playing to their preferences and strengths.
3. Team Assessment Report (TAR) - to measure and understand the existing team dynamics that may also hinder high performance.
This led to powerful conversations, agreements, actions and commitment to those actions and ways of working, including a team manifesto. This was a staggered programme where the Senior Leaders' teams also went through the a 9 months team coaching process.
This tailor-made programme is built on our unique Less Friction, More FlowSM methodology, a proven organisational experience approach that uses tried and tested strategies to oil cogs, solve frictions, and help get people into flow.
The overall programme was deemed to be a success as by the end of session 6 the teams themselves had hugely transformed. Trust and collaboration increased dramatically, roles and responsibility were clarified, a clear top line strategy for getting to the vision and objectives were created, and the teams were highly energised and collectively on board on shaping AND delivering the strategic plan for the business’s development over the next 12-24 months.
Subsequently, we were recruited and deployed to the International Leadership teams where the SLT and 3 of their teams went through the team coaching processes to support effective business delivery.
