Twiga Group Managing Director Jo Smyth said the organisation had a new executive leader and were in the process of reviewing the operating model and re-organising teams.
The organisation needed a change leadership strategy and delivery schedule for new ways of working, including a change communication strategy and execution plan. We also created an experiential program for accelerated change, workshop design and facilitation, leadership coaching and development.
“Firstly, we designed and developed the leadership communication engagement materials to support organisational change.
“Then we introduced two of our signature programs, Social Contract and Pitch my Role, both of which are innovation experiences. These supported newly formed global teams and enabled the co-design of new and different ways of working.
“What we were able to do at the outset of the project was to develop their change communications for engagement and to give timely information. At the end of the project, we were able to help teams to navigate new ways of working and gain role clarity.
“One participant said that while they might not necessarily have agreed with the changes being made, they felt heard and valued throughout the whole change process,” she said.
“One of the most integral pieces of work was working with a newly formed team to co-design how they wanted to work together. That Social Contract is still active in the organisation.
“Core to our success is that we place people at the centre of change. We ensure early engagement, co-design opportunities as well as easy-to-understand and well-timed communication.
“It might sound like the obvious way to lead change, but many change programs often get caught up in the ‘doing’ and miss the ‘leading’,” Ms Smyth.
