Influenced by the principles of Jim Collins’s ‘Good to Great’ work we facilitated a series of Board seminars to challenge the Board to articulate its ambition. The Board recognised that among its FT peer group, the Trust performs ‘OK’, and could define a strategy to continue to be ‘OK’, but concluded the ambition and potential (and frustration), that exists within the organisation and workforce should be supported by a cultural change programme to move the organisation from OK to excellence.
To embed change into operational processes, the programme was structured around the culture driven performance model shown below.
As part of mobilisation we designed and facilitated a programme launch event to provide context and an opportunity for staff to react, discuss and challenge what the vision and programme meant to them and the teams and services they lead. The ‘100 Leaders’ event was complimented by a number of facilitated open staff sessions and a feedback process which ensured wider stakeholders had an opportunity to comment on the intent of the vision and programme (built on a simple engagement model of ask, listen, hear, process, act). We worked with Executive leads to define the business case and with workstream leads to co-design workstream briefs, milestone plans and programme principles (how the leads will work and support each other and the programme).
We secured commitment from the senior team on what they are trying to create as an organisation and mobilised activity and ownership in the wider leadership body. We established a long term programme governance and organisational structure and successfully transferred this to a full-time Programme Director in September 2015. The Trust is now set up for success for a journey through comprehensive culture-change and ultimately, performance-enhancing transformation.