Ernst & Young
Our clients UK branch of the business was facing internal issues. Whereas other international offices had merged with another business, propelling the organisation to the number 1 or 2 spot globally, the UK firm had not, and remained in the number 4 spot.
The incoming UK Chairman had been elected on a platform of growth via change in the partner behaviours to better match the corporate values.
They also had to deal with a perception from other regions of the firm that the UK business was underperforming.
We ran a Partner Leadership Development Programme for all 400+ partners in the UK practice. The design called for partners to attend a Foundation Event in cohorts of 24. Each partner had a 1:1 interview with a BCG facilitator prior to the event, to ensure that his or her personal learning requirements were being met. Participants were able to attend a selection of 1.5-day specialist workshops. These included modules on: Personal Leadership Capacity; High Performing Teams and Client Relationships; and Transformational Coaching. Finally, four cohorts were invited to a Leadership Summit where they were able to compare success stories and build them into viral motivational techniques.
Since delivering the programme, the client has climbed from 12th to 4th place in the Sunday Times 20 Best Big Companies to Work For.
Global People Survey showed an increase in trust (up 10%), living the firm’s values (up 4%), and retaining talent (up 6%).
Fiscal Performance: A key objective was seen as being closing the gap between the organisation and the other Big 4. This was achieved when they found itself better placed to weather the recession than its rivals.
Participant Satisfaction: Events were rated by participants on a variety of points, and scored an average of over 8/10.