Capability building and strategy alignment in higher education. Embedding governance, collaboration, and new ways of working.
The Brief
Future Leadership worked with the University’s Clinical and Professional Development Unit in the Faculty of Medicine and Health.
The Unit was seeking support to co-design and deliver a solution that engaged and aligned the CPD Team (2 teams) to a new operating model, This work involved building new ways of working, running strategy workshops and aligning the team culturally. Future Leadership also supported with team building initiatives using the DiSC profile.
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
Future Leadership designed and delivered the following method:
Desktop Research – Strategic documentation, staff engagement survey reports, internal customer feedback, existing Operating plans.
Stakeholder consultation – Change management and communications planning and the delivery of a Capability Maturity Assessment across 2-3 weeks to gather data and report back, then shape program design.
Workshops – focused on:
1.Team Purpose and Cohesion. This workshop explored strategic principles and the building of a matrix to articulate formal team structures, informal behaviours, team practices
2.Process Mapping. This workshop focused on critical process mapping aligned to purpose, strategy, swim lane mapping, process streamlining, how technology would be activated, clarification of accountabilities, links to Performance Management plans.
3.Roles and Responsibilities. This workshop focused on using RACI and RAPID to confirm accountabilities, determine team and functional success metrics, ,connect to PDs, and Performance Management.
4.Ways of Working.. In this workshop we will build the protocols and practices, and governance structures that oversee performance and achievement updates, process health and effectiveness, team culture.
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
The newly formed team is now exceeding revenue targets set in their strategic plan, as they have come together swiftly and are realising the benefits of their new operating model.
Anecdotally, the team is highly engaged and continuing to build trust and chemistry.
Thank you for the great Workshops with the new team over the past couple of days. The feedback has been very positive. You were able to really get them thinking differently, they felt challenged and they can see the huge potential for the team."
