generate pace and urgency
A large transport company was directed by political bosses to improve operational performance within six months. The Operations Team had a new boss, and several new directors.
Organisational Coaching helped the group crystalise service delivery plans into four business objectives. These included developing pace and urgency as a key characterstic of the team; the COO wanted his colleagues to react more quickly, efficiently and effectively to operational failures and incidents, especially where responsibility for a crisis fell across the transport provider and their infrastructure suppliers.
Key moments
Improved relationships with infrastructure suppliers helped get incidents resolved more urgently.
Critical results
The company achieved its best four weeks operational performance in seven years.
Intensive organisational and 1-2-1 coaching with Lyn Bicker, Helena Brown and Alan Mitchell (above) kept the operational goals at the front of directors’ minds. The company achieved its best four weeks operational performance in seven years; service delivery plans became 'real', rather than on-the-shelf documents; attention to poor performance increased; managers enjoy ed i mproved relationships and communication with their teams.
