Global Engineering and Construction
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Overview: Leadership development programme for the top 200 managers worldwide, following an acquisition and subsequent restructuring.
Headlines: Wallace Walker was engaged by the divisional board of an engineering and construction business to deliver a challenging leadership programme across its worldwide operations. Aimed at embedding a new business culture essential to increased global competitiveness, and to underpin a move to a new global business stream structure and matrix-management, the programme facilitated a significant shift away from the country-centric structure previously operated. The first of two 5-day residential programmes focused upon winning "hearts and minds" around the new organisational vision, strategy, culture and values, and achieving alignment around the new business operating model, and the required new ways of working. The second 5-day module concentrated on the practical development of a range of essential behaviours aimed at putting the new cultural framework into action.
Headlines: Wallace Walker was engaged by the divisional board of an engineering and construction business to deliver a challenging leadership programme across its worldwide operations. Aimed at embedding a new business culture essential to increased global competitiveness, and to underpin a move to a new global business stream structure and matrix-management, the programme facilitated a significant shift away from the country-centric structure previously operated. The first of two 5-day residential programmes focused upon winning "hearts and minds" around the new organisational vision, strategy, culture and values, and achieving alignment around the new business operating model, and the required new ways of working. The second 5-day module concentrated on the practical development of a range of essential behaviours aimed at putting the new cultural framework into action.
Technical capabilities provided: Embedding new organisations / Providing practical support to senior managers when confronted with a complex agenda of change / Building capabilities to work collaboratively across boundaries.
Duration: 12 months.
Measure of success: The programme achieved dramatic results in terms of embedding a spirit of international co-operation and team working within the new business. Significant and visible behavioural changes were achieved.
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