EXECUTING A CUSTOMER-CENTRIC ENTERPRISE STRATEGY

Industry: Energy
As one of the largest ASX listed investors in renewable energy, the organisation recently refreshed its enterprise strategy to respond to the changing environment in which they operate. The Customer Market Operations team seeked out a partner to support them with the execution of their enterprise strategy which centred around three simple priorities: growth, transformation and social license.

EXECUTING A CUSTOMER-CENTRIC ENTERPRISE STRATEGY

Industry: Energy
As one of the largest ASX listed investors in renewable energy, the organisation recently refreshed its enterprise strategy to respond to the changing environment in which they operate. The Customer Market Operations team sought out a partner to support them with the execution of their enterprise strategy which centred around three simple priorities: growth, transformation and social license.

EXECUTING A CUSTOMER-CENTRIC ENTERPRISE STRATEGY

Industry: Energy
As one of the largest ASX listed investors in renewable energy, the organisation recently refreshed its enterprise strategy to respond to the changing environment in which they operate. The Customer Market Operations team sought out a partner to support them with the execution of their enterprise strategy which centred around three simple priorities: growth, transformation and social license.

EXECUTING A CUSTOMER-CENTRIC ENTERPRISE STRATEGY

Industry: Energy
As one of the largest ASX listed investors in renewable energy, the organisation recently refreshed its enterprise strategy to respond to the changing environment in which they operate. The Customer Market Operations team sought out a partner to support them with the execution of their enterprise strategy which centred around three simple priorities: growth, transformation and social license.

EXECUTING A CUSTOMER-CENTRIC ENTERPRISE STRATEGY

Industry: Energy
As one of the largest ASX listed investors in renewable energy, the organisation recently refreshed its enterprise strategy to respond to the changing environment in which they operate. The Customer Market Operations team sought out a partner to support them with the execution of their enterprise strategy which centred around three simple priorities: growth, transformation and social license.

CHALLENGE & SOLUTION

The energy sector has undergone significant levels of change, including internal and external forces like political and regulatory change, renewed customer and community commitments, digital transformation, competition, new leadership and a refreshed enterprise strategy. All having the potential to create more, not less, uncertainty and ambiguity for the team. The challenge was ‘how do leaders navigate this strategic paradox?’ 
To be successful, the senior leaders of the Customer Market Operations team needed to distil the renewed enterprise strategy into a set of strategic priorities and cascade consistently through the function to guide the work they do, drive engagement, connection and ownership. The approach to the work was to infuse leadership capability development into practical strategy development. Leadership buy-in to 'what' was strategically important was necessary to drive ownership. Agreeing 'why' it was important was critical to equip leaders with the strategic narrative to take back to their teams and drive connection in a meaningful way. Through a three-day strategic offsite, the 'how' emerged and there was collective agreement on the shared accountability to execute this plan to ensure the work extended beyond the offsite.

CHALLENGE & SOLUTION

The energy sector has undergone significant levels of change, including internal and external forces like political and regulatory change, renewed customer and community commitments, digital transformation, competition, new leadership and a refreshed enterprise strategy. All having the potential to create more, not less, uncertainty and ambiguity for the team. The challenge was ‘how do leaders navigate this strategic paradox?’ 

To be successful, the senior leaders of the Customer Market Operations team needed to distil the renewed enterprise strategy into a set of strategic priorities and cascade consistently through the function to guide the work they do, drive engagement, connection and ownership. The approach to the work was to infuse leadership capability development into practical strategy development. Leadership buy-in to 'what' was strategically important was necessary to drive ownership. Agreeing 'why' it was important was critical to equip leaders with the strategic narrative to take back to their teams and drive connection in a meaningful way. Through a three-day strategic offsite, the 'how' emerged and there was collective agreement on the shared accountability to execute this plan to ensure the work extended beyond the offsite.

CHALLENGE & SOLUTION

The energy sector has undergone significant levels of change, including internal and external forces like political and regulatory change, renewed customer and community commitments, digital transformation, competition, new leadership and a refreshed enterprise strategy. All having the potential to create more, not less, uncertainty and ambiguity for the team. The challenge was ‘how do leaders navigate this strategic paradox?’ 

To be successful, the senior leaders of the Customer Market Operations team needed to distil the renewed enterprise strategy into a set of strategic priorities and cascade consistently through the function to guide the work they do, drive engagement, connection and ownership. The approach to the work was to infuse leadership capability development into practical strategy development. Leadership buy-in to 'what' was strategically important was necessary to drive ownership. Agreeing 'why' it was important was critical to equip leaders with the strategic narrative to take back to their teams and drive connection in a meaningful way. Through a three-day strategic offsite, the 'how' emerged and there was collective agreement on the shared accountability to execute this plan to ensure the work extended beyond the offsite.

CHALLENGE & SOLUTION

The energy sector has undergone significant levels of change, including internal and external forces like political and regulatory change, renewed customer and community commitments, digital transformation, competition, new leadership and a refreshed enterprise strategy. All having the potential to create more, not less, uncertainty and ambiguity for the team. The challenge was ‘how do leaders navigate this strategic paradox?’ 

To be successful, the senior leaders of the Customer Market Operations team needed to distil the renewed enterprise strategy into a set of strategic priorities and cascade consistently through the function to guide the work they do, drive engagement, connection and ownership. The approach to the work was to infuse leadership capability development into practical strategy development. Leadership buy-in to ‘what’ was strategically important was necessary to drive ownership. Agreeing ‘why’ it was important was critical to equip leaders with the strategic narrative to take back to their teams and drive connection in a meaningful way. Through a three-day strategic offsite, the ‘how’ emerged and there was collective agreement on the shared accountability to execute this plan to ensure the work extended beyond the offsite.

CHALLENGE & SOLUTION

The energy sector has undergone significant levels of change, including internal and external forces like political and regulatory change, renewed customer and community commitments, digital transformation, competition, new leadership and a refreshed enterprise strategy. All having the potential to create more, not less, uncertainty and ambiguity for the team. The challenge was ‘how do leaders navigate this strategic paradox?’ 

To be successful, the senior leaders of the Customer Market Operations team needed to distil the renewed enterprise strategy into a set of strategic priorities and cascade consistently through the function to guide the work they do, drive engagement, connection and ownership. The approach to the work was to infuse leadership capability development into practical strategy development. Leadership buy-in to ‘what’ was strategically important was necessary to drive ownership. Agreeing ‘why’ it was important was critical to equip leaders with the strategic narrative to take back to their teams and drive connection in a meaningful way. Through a three-day strategic offsite, the ‘how’ emerged and there was collective agreement on the shared accountability to execute this plan to ensure the work extended beyond the offsite.

WHAT WE DID

Strategic development
Leadership development
Workshop facilitation
Graphic design and collateral
Outcome and next steps report

WHAT WE DID

Strategic development
Leadership development
Workshop facilitation
Graphic design and collateral
Outcome and next steps report

WHAT WE DID

Strategic development
Leadership development
Workshop facilitation
Graphic design and collateral
Outcome and next steps report

WHAT WE DID

Strategic development
Leadership development
Workshop facilitation
Graphic design and collateral
Outcome and next steps report



CALLOUT

Stepping In And Out Of The Detail
The layers of this work meant the team needed to intermittently switch between stepping in and out of the detail. Top-down the team translated the enterprise strategic priorities into something meaningful for the function. Bottom-up, they organised themselves and their work around this. Our role in this was to coach and enable the team to work in this new way.

Building Relationships And Insights
The team switched from ‘presenting’ to ‘sharing’ information’. This was conducive to building relationships and developing greater insight into what matters most, behaviours they were challenged to flow down among their teams.

CALLOUT

Stepping In And Out Of The Detail
The layers of this work meant the team needed to intermittently switch between stepping in and out of the detail. Top-down the team translated the enterprise strategic priorities into something meaningful for the function. Bottom-up, they organised themselves and their work around this. Our role in this was to coach and enable the team to work in this new way.
Building Relationships And Insights
The team switched from ‘presenting’ to ‘sharing’ information’. This was conducive to building relationships and developing greater insight into what matters most, behaviours they were challenged to flow down among their teams.

CALLOUT

Stepping In And Out Of The Detail
The layers of this work meant the team needed to intermittently switch between stepping in and out of the detail. Top-down the team translated the enterprise strategic priorities into something meaningful for the function. Bottom-up, they organised themselves and their work around this. Our role in this was to coach and enable the team to work in this new way.

Building Relationships And Insights
The team switched from ‘presenting’ to ‘sharing’ information’. This was conducive to building relationships and developing greater insight into what matters most, behaviours they were challenged to flow down among their teams.

CALLOUT

Stepping In And Out Of The Detail
The layers of this work meant the team needed to intermittently switch between stepping in and out of the detail. Top-down the team translated the enterprise strategic priorities into something meaningful for the function. Bottom-up, they organised themselves and their work around this. Our role in this was to coach and enable the team to work in this new way.

Building Relationships And Insights
The team switched from ‘presenting’ to ‘sharing’ information’. This was conducive to building relationships and developing greater insight into what matters most, behaviours they were challenged to flow down among their teams.

CALLOUT

Stepping In And Out Of The Detail
The layers of this work meant the team needed to intermittently switch between stepping in and out of the detail. Top-down the team translated the enterprise strategic priorities into something meaningful for the function. Bottom-up, they organised themselves and their work around this. Our role in this was to coach and enable the team to work in this new way.

Building Relationships And Insights
The team switched from ‘presenting’ to ‘sharing’ information’. This was conducive to building relationships and developing greater insight into what matters most, behaviours they were challenged to flow down among their teams.


KEY OUTCOMES

There is now a clear set of strategic priorities to direct successful strategy execution and a much deeper understanding and alignment on what matters most.

The leadership group can now describe the strategic narrative to enable connection to strategy and drive engagement consistently across the function. 

There is a base and capability for stronger collaboration within and across functional teams.

Accountability to execute is aligned to the work, not necessarily the organisational structure. As the number of dependencies within the work emerged, there was an opportunity to drive cross-functional collaboration. 


KEY OUTCOMES

There is now a clear set of strategic priorities to direct successful strategy execution and a much deeper understanding and alignment on what matters most.

The leadership group can now describe the strategic narrative to enable connection to strategy and drive engagement consistently across the function. 

There is a base and capability for stronger collaboration within and across functional teams.

Accountability to execute is aligned to the work, not necessarily the organisational structure. As the number of dependencies within the work emerged, there was an opportunity to drive cross-functional collaboration. 

KEY OUTCOMES

There is now a clear set of strategic priorities to direct successful strategy execution and a much deeper understanding and alignment on what matters most.

The leadership group can now describe the strategic narrative to enable connection to strategy and drive engagement consistently across the function. 

There is a base and capability for stronger collaboration within and across functional teams.

Accountability to execute is aligned to the work, not necessarily the organisational structure. As the number of dependencies within the work emerged, there was an opportunity to drive cross-functional collaboration. 

KEY OUTCOMES

There is now a clear set of strategic priorities to direct successful strategy execution and a much deeper understanding and alignment on what matters most.

The leadership group can now describe the strategic narrative to enable connection to strategy and drive engagement consistently across the function. 

There is a base and capability for stronger collaboration within and across functional teams.

Accountability to execute is aligned to the work, not necessarily the organisational structure. As the number of dependencies within the work emerged, there was an opportunity to drive cross-functional collaboration. 

KEY OUTCOMES

There is now a clear set of strategic priorities to direct successful strategy execution and a much deeper understanding and alignment on what matters most.

The leadership group can now describe the strategic narrative to enable connection to strategy and drive engagement consistently across the function. 

There is a base and capability for stronger collaboration within and across functional teams.

Accountability to execute is aligned to the work, not necessarily the organisational structure. As the number of dependencies within the work emerged, there was an opportunity to drive cross-functional collaboration. 

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EXECUTING A CUSTOMER-CENTRIC ENTERPRISE STRATEGY

Industry: Energy
As one of the largest ASX listed investors in renewable energy, the organisation recently refreshed its enterprise strategy to respond to the changing environment in which they operate. The Customer Market Operations team sought out a partner to support them with the execution of their enterprise strategy which centred around three simple priorities: growth, transformation and social license.

 

WHAT WE DID

Leadership Development
eLearning
Workshop Facilitation
Peer Coaching
Train the Trainer
Digital & Print Collateral
Learning Consulting
Blended Learning

 

CHALLENGE & SOLUTION

Following the success of the Everyday Leader program (which was Highly Commended at the 2017 AITD Excellence Awards), they seized the opportunity to continue building the skillsets of ‘everyday leaders’. This continued investment recognises that it’s often the small things, done well and consistently, that have a big impact on performance and engagement.
We partnered with the retail asset management company to create Everyday Leader Beyond, a six month leadership development program that reinforces the role of leaders in embedding the organisation’s new values and translating its brand strategy of Making Things Better, Easier and More Enjoyable into a lived experience for teams.
Everyday Leader Beyond consists of a masterclass series, peer coaching sessions, eLearning modules, People Leader Portal resources and a “Better Way” Showcase to highlight new ideas and ways of leading.

 

CALLOUT

Blended Learning Nous
Our ability to craft a multi-faceted program combining experiential, social and formal learning through both digital and face-to-face channels was key to success. This blended approach sparked deeper dialogue between participants, a greater level of comfort using technology for learning and increased commitment to reflective practice (leaders regularly blogged about their experiences and reflections).

Joined Up Approach
While the target audience for Everyday Leader Beyond was frontline to mid-level managers, we understood the need to involve senior leaders in the solution to create a unified leadership community. One mechanism for this, was the creation of specific roles for senior leaders as ‘captains’ of the peer coaching groups. This role enabled leaders to share their experience and insights with the next level of leaders, while getting to know talent from different parts of the business.

Facilitation Firepower
With 82 shopping centres across the country, the workshop and masterclass components of the Everyday Leader programs required our support for national delivery. We drew on our pool of dynamic facilitators located in every major capital city to engage and stretch participants in immersive and highly interactive sessions.

 

KEY OUTCOMES

The development of new, ‘everyday’ leadership skills with 84% of participants agreeing that they were able to put this learning into practice. What’s more, 69% of senior leaders sponsoring the program noticed the subsequent capability uplift.
Post program, 87% of participants said they had a better appreciation of a leader’s role in creating memorable employee experiences and felt confident to do so. 82% of participants felt more connected with their peers, willing to collaborate and united as one leadership community.
92% of senior leaders agreed that their sponsorship and involvement in the program added value to their own leadership development.

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