Strategic Advice, Stronger Together: Building Purposeful Collaboration
The Brief
A Local Council engaged Future leadership (FL) to support the City Futures Project Control Group (PCG) in refining its team operating model. The initiative aimed to strengthen team protocols, clarify purpose, and foster positive working dynamics among members.
The PCG plays a strategic advisory role, providing robust recommendations for the future of the city and its residents. While not decision-makers, the group is responsible for tackling complex issues, offering technical and political insights, and evaluating options against city priorities
Improved Employee Engagement
Companies that undergo successful organisational transformation experience a 30% increase in employee engagement. Engaged employees are more productive, less likely to leave, and contribute to a positive workplace culture.
Reference: McKinsey & Company, "The People Power of Transformations" (2018)
Financial
Organisations that successfully implement transformation initiatives see an average 25% improvement in their financial performance, including revenue growth and profitability.
Reference: BCG, "The Role of Leadership in Transformation" (2020)
Return on Investment (ROI)
Transformation projects with effective change management practices are six times more likely to meet their objectives and achieve a 143% return on investment (ROI).
Reference: Prosci, "Best Practices in Change Management" (2019)
Reduced Time to Market
Organisations that undergo successful digital transformation reduce their time to market by 20-50%, allowing them to bring products and services to customers faster and stay competitive in rapidly changing markets.
Reference: Deloitte, "Digital Transformation: A Roadmap for Billion-Dollar Organizations" (2021)
The Process
FL designed and delivered a targeted 2-hour workshop focused on three key outcomes:
- Redefining Purpose – Participants explored stakeholder expectations and articulated a shared purpose statement “We provide strategic, considered and robust advice and recommendations for the future of the city and its residents.” This was developed through plenary and small group discussions that examined the group’s role from the perspective of stakeholders such as councillors, planners, and the executive leadership team.
- Establishing Team Protocols – The workshop facilitated the creation of both formal and informal protocols to guide consistent delivery against the group’s purpose. These protocols addressed how the team collaborates, communicates, and maintains accountability.
- Managing Disagreements – A structured approach to handling conflict and differing views was introduced, enabling the group to navigate challenges constructively and maintain cohesion.
The session was co-designed with input from the council ensuring alignment with organisational needs and expectations
The Advisory Team's Impact Across Clients Through Survey Feedback
32% Increase in Self Awareness
Individuals’ awareness of motives, values, strengths and development needs
21% Increase in Motivation
Individuals’ motivation to apply learning, insight and further develop
27% Increase in Confidence
Individuals’ confidence in their abilities and impact as a leader
30% Increase in Role Clarity
Individuals’ clarity around success factors associated with their role
The Outcome
Clarity of Purpose: The PCG emerged with a unified understanding of its strategic role and value to the council, enhancing its ability to influence and advise effectively.
Improved Team Dynamics: The development of team protocols fostered a more consistent and collaborative working environment, supporting better decision-making and problem-solving.
Conflict Management: The group gained tools and shared language for managing disagreements, contributing to a more resilient and productive team culture
