Global Mining Organisation
Challenges
A global mining organisation needed to respond to the Covid pandemic, contain anxieties, preserve business and prevent a cataclysmic impact.
Engagement
Organisational culture studies support the organisation towards creating an inclusive, values driven organisation and building leadership capability that is spanning hierarchical levels with new organisational leadership identities.
Outcomes
Leadership and teams were able to collaborate and provide psychological safety. Overall, the pandemic was an accelerator for change and progress on strategic focus areas progressed faster than anticipated.
Financial Services in South Africa
Challenges
A South African financial services organisation needed to re-design and align its enterprise portfolio people processes to support the delivery of a 2020 strategy with ambitious growth targets.
Engagement
A 4 year OD intervention consisted of designing of a new operating model, organisational structure, role profiles (grading), remuneration and benefits strategy and talent models underpinned with year on year employee engagement measures.
Outcomes
Significant pre-Covid growth in book value (9%) with 2% year-on year testify to the people capability supporting the growth targets in an aligned, fit for purpose way.
International Mining operations in Ghana
Challenges
The In-country operations of an International Mining Organisation lost skilled workers at an alarming rate, hampering the impact of their localisation plans.
Engagement
A strategic roadmap for the cultivation, growth and retention of talent in support of delivering the current and future business strategies was created and implemented, supported by a remuneration strategy and organisation wide engagement studies and leadership interventions.
Outcomes
Strategic leadership talent pools in the operations created sustainability, with a measured growth on EQ scores and accelerated implementation of the localisation plan.
Leadership development program for managers in Mozambique
Challenges
There is a need for the development of co-creative leadership by managers of private and governmental bodies. To move away from an archaic authoritarian mindset and to move towards the skills to use all available human resources.
Engagement
An educational program was developed in which psychology and group dynamics were taught partly experiential. Individual role analysis and system analysis were part of the program.
Outcomes
An extended insight in how the thinking of the managers was rooted in hierarchical archaic patterns and how these patterns effected the work of individuals, teams and organisations as a whole. New options were explored and the transfer to their actual work was stimulated.