Organizational Change & Developing Leadership
A new SVP was brought into the IT organization’s Infrastructure Management Group (IMG) consisting of approximately 2000 people (total number IT employees in this Health Care group of 6,000) with the directive to improve the group – need for major business and organizational change. The new Senior VP leader engaged The Hayes Group to help implement the new strategy and enable them to meet and exceed their goals. Hayes helped with the development of the new organizational structure and bringing together a new team of strong leaders – necessary to address the changes. A key part of the change was to revise the culture of the Infrastructure Management Group.
The Hayes intervention (“Moving the Organization Forward: Developing World Class Leaders and a Leadership Team to Drive a Culture of Excellence”) included personal coaching of the VP through strategies for implementing the plan. The multi-faceted plan included: 1) Human dynamics tools and assessments (i.e. Strengths Deployment Inventory, DISC and others) were used during a series of off-site team sessions during which the hard issues were addressed; 2) personal assessment and individual coaching for each senior team member; 3) a joint session with the IMG leadership team and their 35 direct reports was held to reinforce and ensure alignment and commitment to the next level of the organization; 4) joint meetings with vendor where a key portion of work had been outsourced to create a consistent business partnership; and 5) assessment of potential new VP’s.
The new IMG Senior VP (who came in from the outside) has had over the past two years a strong and positive impact on the overall IT organization. The IMG team worked fluidly together to achieve 2009-2010 goals. Key issues were addressed and solutions identified. Large key issues (processes, roles and responsibilities and outsourced relationship) were assigned to small teams to implement solutions. A need for VP changes was identified and new team members assimilated into a new design. The 2nd level management group became involved in the integration opportunity and continues to work on key initiatives. The process for impacting the entire organization was a “watershed” approach – with all the levels involved. Hayes’ engagement continues through 2011 and those initiatives include ongoing coaching of the senior VP, continued integration of additional new team members, coaching of new team member and continued alignment deeper in the organization.