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Honda - Graduate Programme



Fast track development for Honda car designers.

Objective

Honda car designers are required to use their creative talents to turn society’s needs into something concrete. Honda’s corporate philosophy is to employ independent individuals who acknowledge each other, help out with each others’ shortfalls, and thus strengthen the organisation. Honda’s graduate programme needed to reflect this team mission and philosophy, by helping the graduates grow as individuals and factoring in the importance of being self-dependent whilst showing understanding to others with different values.

Solution

Impact and Honda co-created a four-day programme that culminated with a Community Action Learning project. The graduates had 48 hours to create an entertaining music video and performance for a group of 5 - 6 year olds at Fujiyoshida No. 6 Nursery School – an audience who would struggle to clearly express their wishes into words.

To understand the requirements of their audience the graduates spent time with the children in a pre-arranged play session and interviewed their headmaster and teachers. Based on this experience and using their creativity and imagination, the graduates made props, choreographed the scenes and produced two videos. The videos needed to be of the highest quality and tight deadlines were set to ensure that the overall production went smoothly.  

Over 100 children and their guardians attended the video presentation and performance. The graduates interacted with the audience by dressing up as characters from the video and dancing and singing with them. The audience voted for their favourite film and both videos were donated to the school for future use.

Result

The nursery school were delighted that the children had the opportunity for positive interaction with people from outside their community. The teachers noted that the children’s personal confidence increased when asked to make their own choice for the best video.

For Honda, this programme revealed a harsh reality for the designers of the future: an awareness that in some situations their job is to create something from nothing whilst understanding the feelings of clients who may not be able to express their needs verbally.

The graduates also learnt the value of taking into consideration each other’s feelings and thoughts instead of clashing with opposing views. As the children expressed their enjoyment of the videos and the performances by standing up and dancing along, the professional designers took their first successful steps.

Read more about Impact's approach to Integrating Graduates
Read more about Impact's approach to Community Action Learning 

 

ScottishPower - Emerging Leaders Programme


ScottishPower is ambitious for the future and that future demands great leadership.

Working in partnership we have developed an integrated development programme for future leaders in a rapidly changing business.

Objectives

ScottishPower is looking to develop tomorrow’s leaders through:

•    Courageous leadership providing meaning, structure and value that can create a sustainable future
•    A thorough understanding of business strategy and the challenges of the utility market including renewable energy sources
•    Understanding personal strengths and emotional intelligence

Solution

Impact and ScottishPower have worked in partnership to design an innovative and highly interactive leadership journey. The programme combines individual coaching with powerful experiential development, business speakers and a sophisticated business simulation.

•    Some supporting mechanisms have been put in place.
•    Impact carried out a significant period of cultural immersion in the business
•    Individuals receive ongoing executive coaching
•    A selection of personal challenges tailored to each individual
•    A steering group consisting of key stakeholders
•    A supporting web portal

Result

‘Our leadership journey for emerging leaders has only recently started but the response from the first modules has been overwhelmingly positive. The shift from learning from a purely theoretical perspective into action has been a welcome if challenging one for participants. The Impact facilitators have assisted the groups to share and feedback information to assist their learning in a positive and constructive way.’
Deirdre Macdonald/Pamela Malkin
Programme Managers

 

Royal Bank of Scotland Group - Senior Team Development


Objective

Impact looked to reality TV to challenge the Senior Team event from RBS’s Credit Card business. 

"Leon’s Kitchen" saw the RBS team donning chef’s whites to prepare a 5-course menu for the twenty-six guests at Merewood Country House Hotel in Windermere, under the watchful eye of Head Chef Leon Whitehead.

This project was the culmination of a 4-day programme facilitated by Impact Senior Consultant Karen Jaques: “...our pre-event 1:1s confirmed that the team were already established leaders in their respective functions, so this programme was designed as a catalyst for building a high performing senior team”.

Solution

Self-disclosure and feedback activities were woven into the schedule to help build a climate of openness and trust.  Tailored experiential projects also enabled the team to explore leadership issues whilst valuing the diversity each person brings to the team.

"Leon’s Kitchen" provided a metaphor to help the team discuss its structure; mirroring the times the team needs to optimise on its functional expertise, with team members relying on each other to contribute their part to the whole.  As in business, in a hotel kitchen separate areas of expertise need to merge in a dynamic and intense environment to serve expectant customers. 

After a basic introduction to kitchen protocols each person chose a specific role. Once the guests arrived and the orders started coming in the team were under pressure to produce real quality every time.  With a choice of five hors d’oeuvres, mains and desserts the team had little respite until the last order was delivered to a discerning clientele.

Result

"This was a first class event. Karen’s carefully balanced interventions were highly constructive and insightful.  We have made significant changes to how we operate as a team".

Bill Raynall
Director Operations, Credit Cards
Royal Bank of Scotland Group

Read more about Impact's approach to High Performing Teams

Download a PDF version of this case study -  rbs.pdf (281.92 KB)

 

Royal Bank of Scotland Group - Coaching for Performance Improvement



The Royal Bank of Scotland Group: Retail Banking was engaged in a push to increase sales productivity. The strategy for this involved restructuring the way the retail network operates. Radically changing branches from service centres to combined sales and service packages.

Objective

To develop the effectiveness of Branch Managers in growing the business and developing staff.

Solution

Impact helped to achieve this through a two phase process which develops the skills that branch managers need to ensure people exceed their targets on a daily and weekly basis.

•    Phase one, Leading the Branch Team, develops the self-awareness and skills required to successfully lead and motivate branch teams to deliver consistently high performance.
•    This leads to phase two, a coaching and performance management module that equips managers to improving the performance of their people.

This process was aimed at the entire Branch Manager population, with Impact working in partnership with HR personnel at RBS Group.

Results

"Impact–it certainly has! They understood our needs from the outset and are delivering on the objectives, ensuring we can continue to lead the business to success."
Lorraine Boyd
Head of Resource Development
The Royal Bank of Scotland Group

"The training work that we undertook with Impact has been the best I have been involved in.  My team has become more dynamic and focused, with workplace behaviours and individual relationships now functioning at a much higher level.  Overall performance has improved by around 15%.  We are now much better equipped to deal with the challenges for the period ahead."
Alan Finlay
Senior Regional Manager
The Royal Bank of Scotland Group Retail Bank Glasgow

Read more about Impact's approach to Coaching

 

Defence Aviation Repair Agency - Culture Change



The Defence Aviation Repair Agency (DARA) faced a major challenge, but fantastic opportunity, when it moved to become a Trading Fund. Greater freedom to operate in a wider marketplace meant a need to develop as a commercially based organisation.

Objective

Our objective was to ensure the DARA’s highly skilled and committed workforce was committed to the necessary change and embraced the opportunities it offered.

Solution

A comprehensive programme of organisational change was implemented which focused on three main initiatives:
•    Structural change
•    Process and technological change
•    An extensive programme of people development across the DARA

Crucially, it was recognised from the beginning that change of this magnitude would have very little chance of success unless everyone, from the Board to the entire workforce, was prepared to change the way they worked together.

Realising that such change would require a major shift in mindset for all employees, DARA first called in expert change management consultants, Impact Development Training Group, to assess culture change and training needs.

Following this, Impact together with the Bourton Group, were given the key responsibility to deliver the major cultural change needed in the way people were led, managed and work together at all levels in the organisation.

The programme involved a four month leadership and culture change programme for the Board and senior management team followed by the massive task of changing the mindset of the 4000 employees.

Result

The organisation has seen a transformation in the way people work together and by empowering people on the shop floor the time scale of one particular maintenance process has been reduced from 52 weeks to 16 days.

The programme achieved:

•    A complete re-examination and overhaul of every major process and procedure, from sales to production, within the DARA.
•    A total re-structuring and de-layering of the organisation.
•    New job roles and responsibilities throughout and reselection from senior managers to team co-ordinators.
•    A unique and groundbreaking partnership agreement between Trades Unions and management.
•    Massive investment in new business processes and systems to revolutionise the whole supply chain.
•    Installation of new information and communication technology across all DARA sites.
•    An extensive training programme to provide the new leadership, team working and business skills needed.

The DARA has also seen a “further dramatic reduction in staff turnover” as a result of the change programme.

“Right from the start we saw changes in behaviour right through the organisation. There is a great energy and recognition of the need to develop people skills. Managers understand the requirement for coaching rather than dictating, and looking at what they are trying to achieve rather than taking a command and control outlook.”  
Bernard Galton
HR Director

Steve Hill, the CEO, is delighted with the change they have been able to achieve.
“Our change programme shows that empowerment and employee involvement are indeed key features of a high performing business. The results speak for themselves and have exceeded our greatest expectations……we couldn’t have done it without Impact.”

The DARA has been recognised for the outstanding success of the change programme on four major occasions - Welsh People Development Company of the Year, two National Training Awards and the CIPD People Management Award.

A spokesman for the National Training Awards said, “DARA has seen an incredible change, the company has improved output, dramatically cut overheads and improved delivery of repair services to the MoD and other commercial customers.”

Read more about Impact's approach to Transforming Organisations

 
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