Redefine and embed the company culture required to enable successful delivery of future strategy

John Hogg CASE STUDY

CASE STUDY

SITUATION

John Hogg Technical Solutions is a leading manufacturer of solvent soluble dyes and marker chemicals for the international petroleum industry. A recent acquisition resulted in a dramatic increase in the turnover of the business, achieving approximately 70% market share of the European dye market, as well as a significant share globally. The acquisition presented a few challenges for the business as it adapted to new types of customers with different buying behaviours and the new dynamics of extensive intellectual property and worldwide patents.

Whilst being an existing market leader in one field, it was recognised that to seize the opportunity of the growing market for markers, further investment in R&D and technology would be required. These investments will allow the development of a broader product range and potentially open up opportunities to expand in to other markets.

The existing organisation culture of the business had clearly served the business, its customers and the employees very well. However, the challenges of significant growth through acquisition allied to future development plans served to highlight that not all aspects of the existing culture would serve the business well for the future. Differing expectations around how the business should operate, including areas such as quality, communication, governance, process and reporting, as well as wider challenges of common goals and aspirations for the business were starting to cause strain.

 

 

OBJECTIVE

To redefine and embed the company culture required to enable successful delivery of the future strategy of the business. This required:

  • The identification of current processes and performances as a prelude to defining a case for change
  • A quantative ad qualitative survey to map out existing cultural patterns
  • Redesigning the organisational culture via the creation of new mission, vision & values
  • The development of the leadership capability of the senior management team and the alignment of all staff behind the new goals and culture
  • Cultural Assessment
  • Cultural re-design
  • Leadership coaching
  • Employee engagement
APPROACH

We initially held a workshop with the Senior Management Team (SMT) to uncover views on how well they thought the business performed against a range of attributes. This identified the extent of the differences and from this the SMT were able to agree the “case for change”.

We then completed a mini culture assessment, using data from employee surveys, performance reports, interviews and focus groups to gain a current view of the culture within the business, including the enabling attributes of the way things are done, as well as the hindrances. This exercise was designed not only to inform the future work, but also to gain buy in from staff on the case and rationale for change.

Through a workshop and review process, with the SMT we developed a new Mission, Vision and Values for the business which then formed the foundations of the culture alignment programme which followed.

The SMT were then equipped with additional insight, knowledge and skills in a number of key leader areas including: leadership styles, high performing team, leading people through change, communication strategies. This was supplemented by 1-2-1 coaching for each member of the SMT which focused on optimising individual approaches to the application of their new skills.

  • Workshops and focus groups
  • Resetting organisational culture
  • Leadership coaching
RESULTS

The organisational culture change has equipped the organisation to meet the challenges which arise from being a global organisation. Priorities are clearer with more open lines of communication and cross-functional team working has improved.

The attitude of staff has become refreshingly open and positive with a growing recognition of their important role in the business, and how much more productive we can be as a smoothly functioning team.

An increase in employee engagement allied to a refreshed culture.

TESTIMONIAL

““An excellent partner to work with””

Thanks to Culture Consultancy’s help the attitude of our staff has become refreshingly open and positive with a growing recognition of their important role in our business

Over the past 18 months our Company has been working with Culture Consultancy on a “Culture Alignment Program”. We are a specialist chemical company with a world leading position in a niche arket, family owned, but have felt that our performance has not matched our expectations and that to make further progress we needed to ensure that we had full commitment from all our staff, and good alignment throughout our business.

Culture Consultancy have designed for us an approach both to improve group interaction and dynamics, as well as supporting all our senior management with the implementation of our new way of running the business. Derek Bishop has taken the main lead in all the group workshops as well as designing the program. In addition we have been supported by two coaches, Lottie Skuthe-Cook and Maurice DeCastro. In all three cases we have been delighted with the way in which they have
performed, and have no hesitation in recommending Culture Consultancy as an excellent partner to work with.

We are now well through our program and although the initial work was quite taxing for some members of the team we are now beginning to see the benefits of changing our approach. The attitude of our staff has become refreshingly open and positive with a growing recognition of their important role in our business, and how much more productive we can be as a smoothly functioning team. There is no way in which we could have achieved this change without the assistance of Culture
Consultancy and we expect to have an on-going relationship with them well into the future.

Robert Webb
Managing Director at John Hogg

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