The 250-strong division of diverse technical specialists in a major regulator needed to re-position themselves as a responsive and accessible expert resource to their externally-facing colleagues. A history of silo behaviour and a perceived lack of pacy collaboration was adversely affecting the organisation’s ability to make speedy and effective decisions on matters of far-reaching significance to the millions of stakeholders who would be affected by the quality of those decisions.
Our solution, Expertise in Action, addressed the issue in three ways:
● Bringing the division together with a strong unifying purpose and behavioural framework
● Challenging their thinking and broadening their perspective
● Developing their skills in collaboration, influence and stakeholder relationship management
The 10 month programme consisted of mandatory and optional high impact workshops that combined mindset-shifting with skill development, and was strengthened with Action Learning sets addressing technical issues of importance to stakeholders as well as working practices.
The desired outcome was always to improve the speed and quality of decision making by increasing collaboration between the division and its stakeholder groups.
The evidence of this was apparent, not just in the feedback from stakeholders, but from the increased formal and informal networking of people between the divisions as they tackled issues together.
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