Preparing to standalone prior to sale
The major infrastructure operator needed to prepare part of its organisation to be able to function separately from the main organisation so as to facilitate its subsequent sale to another operator. This required careful collaboration so as to disconnect cross-functional corporate systems, work processes and operations while maintaining the working operational environment.
Working with the leadership of this organisation’s Development Team, GBPA ensured it would be capable of maintaining its day to day function “good at the basics” while also defining the opportunity to “transform performance” as the team transitioned from the old parent organisation to the new.
Aligning Leadership and building the team
Through a series of workshops, the leadership were aligned, the full potential that the sale created was considered to make sure that the team was in the best position to mitigate the risks and realise the opportunities.
During this process, the following organisational effectiveness aspects were worked by the leadership team to develop the required future solution:
- Vision: An expression of why the Development Team was important to the business
- Strategy: What the team would do to maintain its existing function (i.e. develop infrastructure) and transition to the new environment
- Systems and process: How work will be done as a standalone organisation that no longer has familiar ‘corporate systems’ to rely on
- Values: The mindset and attitude that the leadership team wanted to instil in their teams to enable collaboration and better delivery of the team’s products
- Organisation: Capabilities and competencies of the team leaders to lead others and create the environment for their teams to succeed
Throughout this process, GBPA provided coaching, mentoring and facilitation skills that enabled:
- Greater leadership confidence with a collaborative team in place
- Better join up and understanding from strategic policy down through the organisation to deployment at the work face
- Systems and processes in place and working independently of the old parent organisation
- Competence built and capability gaps closed