This health-sector membership body wanted to restructure around their members, to provide more efficient customer service, and to build a new consulting and advisory arm, a major strategic innovation.
Whilst already in a politically sensitive context, member uncertainty and numerous executive role changes added complexity in process and decision-making.
With our trademark inclusive approach, Talik led the redesign primarily online, producing a Business Model then an Operating Model that would deliver the strategy whilst protecting the culture and member engagement.
We overlaid the dynamic principles of Adaptive Leadership – trialling, experimenting, learning – on a more linear process, moving the group through successive stage-gates to get to clarity and alignment. Between workshops, small behavioural experiments and peer coaching helped participants to apply the new model in their own context, ensuring the new relationships, reporting lines and management roles become embedded.
Talik was also able to provide valuable input into building the consulting practice – competences, resources and business model design.
