Substantial changes were made to the structure and function of a major division, including creation of new service lines and a cross-divisional management function. The CEO needed to put sustainable planning and management systems in place for the leadership team – most of whom were taking on new or additional responsibility.
Thornton Mack met with the CEO and each senior manager to understand their concerns and identify key gaps in current arrangements. A terms of reference was drafted, to define working arrangements for the team, and a high level framework for planning and service delivery was developed. Following this, a two day leadership workshop was held to agree how the team would work in future regarding planning, developing the culture, managing risk and monitoring progress.
Each leader exited the program with a new set of agreed business methods and tools to use jointly with peers, a level of shared understanding with their colleagues and ownership of a joint plan. Individual managers were provided with guidance on implementation approaches for their group.