Tackling poor workforce relations or poor operational performance is a tough challenge whether it is a scenario inherited by new leadership teams, the consequence of things gradually going off track over several years, or the more immediate result of a major change project running into difficulties.
These situations have a number of impacts in common including: reduced profitability; poorer delivery for customers; and, damage to brand reputation.
They also typically require improved communication and the restoration of trust.
Sustainably turning around working relationships and operational performance requires dialogue — that difficult blend of asking and genuinely listening on top of speaking with, not at, people in a way which engages their attention.
Ken has helped many organisations do this including:
- EDF Energy where it helped secure savings in excess of £20m per annum as it integrated corporate functions following the takeover of British Energy
- Rosyth Royal Dockyard where it was one of the foundations for vastly improved industrial relations as it transitioned from the pubic sector into a commercial organisation
- Eastern Electricity where a new management team revitalised poor post-privatisation performance and also in turning round an ailing reorganisation of call centre services where getting staff input proved vital to tackling intense media criticism and normalising cash flow
- GE Healthcare which was integrating Whatman plc following acquisition
- Mouchel’s infrastructure services operation when it became part of Kier Group plc and rebranded to Mouchel Consulting.
“Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”
Richard Branson, CEO & founder of Virgin Group
communicate > engage > mobilise > transform > improve
