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��ࡱ�>��	GI����F�������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������7 	��{0bjbjUU	*H7|7|{,������l"�����L",���������������$A a!������������������������������D��o�"r������0��!��!��""�Project description � Achieving Merger Synergy

Client
A newly merged oil major operating in the North Sea

Issues
This merged business was concerned to achieve merger synergy in its North Sea upstream operations by reducing costs and increasing production output.  Key players recognised that this would largely be determined by securing buy-in from everyone involved in the organisation.
 
Needs
To achieve merger synergy as soon as practicable
To minimise the negative impact on people during a period of turmoil
To minimise �survivor syndrome� which had been experienced by one of the companies during a previous reorganisation.
To establish robust processes for selection of new teams
To begin a culture integration process

Project outline
With our business partners the Taylor Clarke Partnership, worked with the company Integration Team to plan a support programme for managers and others through a time of significant change, including a major headcount reduction.
Developed an approach based on the work of William Bridges and his Transition methodology.

This involved working with managers to help them through their personal adjustment to change, including personal career uncertainty.  Then used insights gained to help them devise a series of interventions aimed at helping their people through a turbulent time, including a prolonged selection process.  Worked on developing a practical toolkit including conducting difficult conversations.

Second phase of programme involved short group sessions for staff generally, to help them come on board with a series of changes.

Final stage involved a series of 20+ team alignment sessions to ensure common strategic focus and begin the process of team development for newly formed teams.

Results
Successful selection and appointment to new teams
Reduction in expected survivor syndrome.
Protected employer�s reputation in community as an enlightened employer
Evaluation established overwhelming support for the initiative and its positive impact
Successful team alignment
Limited staff attrition in key groups to 1.5% over 12 months.





Project description � Rebuilding Employee/Management Relationships

Client
A regional unit of a large public service agency.

Issues
We were asked to help rebuild relationships between trade union and management staff, following a period of relationship breakdown in the context of a joint consultative forum.
Relationships had become dysfunctional in day to day dealings and problems were in danger of escalating.  

Needs
To resolve existing differences
To rebuild relationships
To avoid escalation to national level grievance
To refocus the consultative forum
To install a process for handling future differences

Project outline
We conducted interviews with key players.
Separate workshops were conducted with management and trade union groups.
A joint residential workshop was used as the vehicle for developing collaborative working.  This involved specialist support from one of our associates who is a former trade union official.
Follow up work included individual coaching, interviews and a follow up workshop to review progress and resolve outstanding difficulties.

Results
Relationships and roles clarified.
Feedback from trade union reps supported the initiative and its outcomes.
After 12 months relationships have continued to develop positively and consultative arrangements are judged by both parties to be much improved.
Employee reps felt listened to and participate in a way that is constructive.

Project description � Implementing HR Strategy


Client
UK upstream HR team for North Sea operations

Issues
The project involved working with the group to plan implementation of 2001 strategy - agree prioritisation, allocate resources and identify resource challenges.
In addition there were some team development issues to progress, including new team members to integrate.

Needs
Alignment across functional elements of team
A plan for 2001
Identification of resource gaps
Development of self and team awareness
Integration of new team members
Clarity about strategic direction
Challenge to current thinking
Some de-stressing

Project outline
Worked with HR Manager to identify a suitable process and agree project outcomes
Facilitated a short residential workshop and follow up session

Results
Devised a plan for 2001 with significant buy-in for execution
Identified priorities and resolved resource challenges
Collaborative approach developed for implementation
Took forward team development by reducing barriers and functional thinking
De-stressed

Project description � Planning for 2001/Teambuilding 

Client
The HR team of a global manufacturer of consumer goods.

Issues
The project involved working with the HR team to plan and prioritise a programme of work for 2001 strategy.  Some team changes had taken place and more were anticipated and this initiative was the first stage of team development.  The group worked on self and team awareness issues in the context of a demanding programme of work requiring considerable group cohesion.

Needs
Clear understanding of the requirements for the coming year and the contribution expected of HR.
Celebrate successes of last year
A work plan for 2001.
Prioritisation of resources.
Alignment with other functional activities
Development of self and team awareness.
Integration of new team members.
Fun.

Project outline
Facilitated a short residential workshop, taking the site strategy and translating it into functional activities for the coming year.

Used this as a model for working with other teams including the site senior management team and the site project management group.

Worked team issues using Myers Briggs methodology.  Used practical and competitive team activity as vehicle for reflection on team issues.
 
Results
Devised an implementation plan for 2001.
Agreed priorities and resolved resource conflict.
Secured buy-in for implementation.
Developed team cohesion.
Had fun!
Project description � Upgrading Employee Consultative Arrangements

Client
A major bottling facility at a global drinks company

Issues
Existing consultative arrangements were felt to be unproductive, focused on trivia.
Communications were poor between management and trade union reps.
Management had been unable to bring about improvements in consultation arrangements.
The site had a huge change agenda in prospect and consultation with employees was felt to be unsatisfactory by both parties.

Needs
To improve existing arrangements for consultation on key change issues
To improve relationships 
To agree a new agenda for working together
To set up new processes for joint consultation
To build a foundation for managing site change

Project outline
Agenda was agreed with HR Director and Ops Director.
Pre-work was done with managers and trade union reps separately.
Support of FTO�s was secured.
Separate workshops were conducted with management and trade union groups.
A joint residential workshop was used as the vehicle for developing collaborative working. 
Joint review arrangements were established.

Results
Relationships and roles clarified.
Outcomes included agreed new processes and areas for consultation.
Mutual and separate interests clarified.
Improved working relationships.
Major site change facilitated with new arrangements in place, including ultimately site closure.  This was done with record levels of productivity and in a climate of collaboration.

Project description � Site Strategy Implementation (Large Group)


Client
The Scottish manufacturing operations of a large food company.

Issues
The site is going through a major adjustment in focus from manufacturing to servicing customers.  This has resulted in a major reorganisation and setting of site objectives that focus on customer service measures as well as the usual output measures.  We were asked to run an event for a group of 40+ managers aimed at securing their engagement with a new site strategy.

Needs
Communicate site objectives and strategic imperatives
Align managers with site priorities
To begin to develop a common team identity
To consider how best to engage the workforce
To identify barriers to success

Project outline
Agreed objectives and workshop process
Facilitated a residential workshop, with people working in cross functional groups
Used a range of light outdoor activity as vehicle for team development
Follow up process agreed to embed changes and ensure follow through

Results
Agreed first cut plan for site managers in Key Result Areas
Used structured approach to agree priorities
Established commitment to take forward agreed actions 
Started process of group working together as one cohesive unit
Agreed next steps

Project description � Senior Level Coaching


Client
Senior Project Manager in a supply chain organisation

Issues
With strong expectations of delivering a major change agenda, client was also considering his next career move and how this could be best pursued.

Needs
To be clear about personal needs and drivers
To review personal strengths and weaknesses
To solicit feedback from others
To find balance between work and family issues
To establish a process for evaluating opportunities
To identify barriers to success
To plan next steps

Project outline
Agreed objectives and coaching process
Gathered some 360 information
Completed Myers Briggs pre-work
Undertook an intensive residential coaching session
Follow up sessions at regular intervals to support process and ensure follow through

Results
Established framework for assessing options
Clarified issues around life balance, including working with partner to clarify career options
Assisted with a specific career choice decision
Identified development needs and ways of taking these forward
Developed a range of new interactions with line boss
Agreed an action plan
Project description � Negotiation Support


Client
A project team in a US oil company tasked with outsourcing a high value service contract for offshore support services.

Issues
The project group were tasked with implementing an outsourcing strategy for support services against tight time schedules and with target cost savings.
The group were multi disciplinary and had not all worked together prior to this project.
Negotiation experience at this level of contract value (c�110m) was limited.

Needs
To quickly form the team.
To facilitate the group through the preparation process to selection of preferred supplier, using objective criteria.
To upgrade negotiation capability as part of the preparation process for conducting negotiations, and provide supporting tactical input.


Project outline
Worked with Project Manager to identify an appropriate process. 
Facilitated residential workshops to develop team cohesion, to complete project analysis and select best fit option.
Provided skills development and tactical support for negotiations.

Results
Completed analysis, short listed providers and selected preferred supplier.
Raised negotiation effectiveness and delivered an additional �2.5m saving against target.
Achieved time targets.
 Keywords
Transition, managing transition,
 change, managing change
facilitation, facilitator, training facilitators
negotiation, negotiators, negotiation training 
employee relations
partnership
coaching


Bridges� quote
�It�s not the change that does them in.  It�s the transition!�


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