Mitel Semiconductor: “We Are” Programme
Engage our global organisation in change 

The workshops were highly credible, grounded in business reality and a refreshing change from the dry forms of Death-by-PowerPoint presentation that people were used (immune) to. People saw “living proof” that their leaders were committed to the strategy and committed to the cultural change. The programme massively increased the visibility of leadership and enabled them to really understand the cultural challenges they were facing by getting real exposure to people’s concerns, questions and issues.

“I wanted to share with you and your team one more time how pleased I am with the outcome of the programme. It went way above my expectations, an opinion shared by all the Senior Executive Team members. You and your team have done a fantastic job.” Senior Executive Team participant

The challenge

Our client was already a truly global company and had achieved significant growth through a deliberate trail of acquisition. The resulting organisational culture, whilst constructively diverse, was also unacceptably fragmented and un-aligned. The strategy for the organisation’s further growth involved the realignment of resources around a subset of Strategic Global Accounts intended to result in a multi-billion dollar increment to sales turnover. The execution of the strategy also required that it be fundamentally ‘owned’ by the global Top 250 leaders.

The intent of the change programme was to:

  • Unite and align all of the organisation’s diversity under one clear and compelling strategy
  • Establish a single distinctive organisational culture whilst recognising and maintaining the benefits of diversity
  • Create ownership for the strategy amongst the global Top 250

The solution

The programme was led from the top of the organisation and was predicated on delivery of the strategy by developing the Top 250’s abilities to take responsibility for the organisation’s future, recognising their role as leaders, and engaging their people in the execution of the strategy.

Our work included six days leadership and team development with the executive team including the CEO. This was followed by modules for the top 250 from across the globe – to communicate the strategy, get them deeply involved in exploring it and understanding it, helping them develop their ability to communicate it with conviction to their people

The next part of the programme was to take this engagement process out to the whole organisation, to every member of staff in every location, globally. Two further modules were conducted for the programme participants to give them the clarity, confidence and global coherence to go out and engage the organisation in a series of exceptionally dynamic workshops. These world-wide workshops were then rolled out by teams of three to six senior leaders (including the CEO for some).

The result

The workshops were highly credible, grounded in business reality and a refreshing change from the dry forms of Death-by-PowerPoint presentation that people were used (immune) to. People saw “living proof” that their leaders were committed to the strategy and committed to the cultural change. The programme massively increased the visibility of leadership and enabled them to really understand the cultural challenges they were facing by getting real exposure to people’s concerns, questions and issues.

They said
I wanted to share with you and your team one more time how pleased I am with the outcome of the programme. It went way above my expectations, an opinion shared by all the Senior Executive Team members. You and your team have done a fantastic job. Your creativity, dedication, commitment and support were key success factors that allowed us to create the excitement, energy and alignment needed for our continued success.