A major company in the financial services sector was faced with a significant challenge. Following a merger, it needed to ensure that senior managers understood the importance of their role and what they had to do to bring about the necessary change. These ‘sponsors’ came from two completely different cultures and had very different approaches to resolving the management of conflicting priorities. Working with senior managers (over 150) new ways of working were created and, where necessary, to change behaviours. This resulted in the effective resolution of many conflicts, changes to ownership of change and demonstrable changes to working practices.
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