CONTEXT

The insurance industry is going through a period of significant change.  Many players need to transform how their IT operations support emerging and business models: Migrating away from legacy systems, using Cloud based services and applications and enabling digitisation of the business.  Our client was well advanced in its internal transformation of IT, but was finding the people change one of the most challenging aspects of change.

CHALLENGE

  • Much of the planning had been completed by a small executive team, but the extended leadership had been involved to a limited extent.

  • There was an atmosphere of mistrust and suspicion, exacerbated by the fact that some parts of the change, involving third-parties, were still being discussed and were considered too sensitive to share openly.

  • The transformation was heavily dependent on decisions made elsewhere in the Group, which only a few people were aware of.

APPROACH

  • Design, facilitate and document a series of workshops for the extended leadership team (50 people). Deployed a number of creative tools: eWorkshop application, carousel brainstorming, resilience training, building trust, etc..

  • Develop a common vision of the transformation and build alignment around the vision.

  • Constructively explore and resolve issues related to change.

  • Plan key activities and set demanding goals by working together.

  • Agreed communication priorities and plans to cascade workshop outputs and questions.

OUTCOME

  • Stronger alignment on direction and vision.

  • Practical, implementable actions from workshop discussions.

  • Improved trust and closer working relationship between participants.

  • Stronger more personal relationships amongst the group.

 
INDSUTRY COVERAGE

INDSUTRY COVERAGE

NEWS AND INSIGHTS

NEWS AND INSIGHTS

CONTACT US

CONTACT US