The client:

Dotcom IT leadership team

The programme:

Help a new Chief Information Officer (CIO) and his leadership team accelerate their team development prior to a big change initiative.

The results:

The following staff viewpoint scores jumped to above target levels reflecting the new levels of trust and improved working relationships within this senior team. Difficult decisions were tackled during the workshop and thereafter made more quickly.

“Remarkable, it’s really added value. I can expect a great deal more from my team and I’ve learnt I need to give more on a personal basis… the team feels different, better.” CIO

“I was sceptical but I’m very pleased. A great fusion of leadership theory and practical issues.” Strategy Director

“We’ve achieved a fabulous level of honesty.” Operations Director

“It was uncomfortable sometimes in a positive way. I’ve learnt I can be bolder and say what I think.” Human Resources Manager

The client:

Telecoms Head Office business

The programme:

Help a joint venture leadership team maximise their business potential through increased levels of understanding and trust.

The results:

“People’s confidence, motivation and ownership to deliver for the business has increased, as overwhelming illustrated by the results of Tesco’s Staff Viewpoint Survey, which has identified that those in the Telecoms division now have the highest rating for morale and motivation in the Tesco Retail Services business.” Sarah Mcpherson, Personal Manager for Tesco Telecoms

“An invaluable programme that has made a tangible difference to me and the company through a shared language, shared experiences and shared skills. It is a win-win for the individual and Tesco Telecoms.” Chris Living, Chief Marketing Officer Tesco Mobile

“We’re more open and honest now; a much stronger team and we make better quality decisions as a result.” Andy Dewhurst, CEO

The client:

Customer Service Centre

The programme:

An innovative brand and culture programme called “Every Little Helps” that transformed staff morale and the level of service delivered to 7.5m customers.

The results:

“This programme is daring, innovative, good for business and ethically sound.” Professor Eugene Sadler-Smith, Management Development, Surrey University

“You have an exceptional story to tell!” Investors in People, Tayside branch report

The client:

Tesco UK stores

The programme:

An award winning change programme called Living Service that transformed the service culture in all UK Tesco stores, acknowledged as a key contributing programme to Tesco’s continued success.

The results:

This project was led by Richard Thorp whilst still at Tesco, in partnership with consultants Trilogy. It won the MCA and Guardian Gold Award for Best Change Project in 2004.

• Better morale in stores measured in terms of teamwork, staff helping each other, morale, attitudes & knowledge
• Improved customer KPIs: Comparing Living Service stores with the control group of non-Living Service stores
• Store-specific improvements directly attributed to the skills taught through Living Service: growth, shrinkage, absence and product availability

“We must engage our people emotionally, not as an end in itself, but because it produces the best shopping trip for the customer. This programme brings our values to life. It is a very powerful experience.” Tim Mason, Main Board Marketing Director Tesco, as reported in the Guardian newspaper

The client:

Tesco Mobile Customer Service Centre a Tesco/O2 joint venture

The programme:

Help O2, the joint venture partner, deliver the Tesco brand through their employees.

The result:

People were allowed to “make sense” of the Tesco Values & Brand at a local level, creating a shared understanding, and sense of ownership as well as belonging. CustomerService Managers developed capability to choose a positive attitude, even in the face of angry customers. This helped improve already high Customer Satisfaction scores to a record high. Morale and relationships between managers and advisors improved to create that elusive “family feel”.

“I used to try to get rid of the angry customers, now I really get it’s not me and I try to help them.” Customer Service Manager, Bury

“I really get now that the customer is not upset with me, it’s just their mind.” CSM

“Keeping the family atmosphere is critical to our growth.” Anne Hanarahan, Centre Manager