What was the challenge?
Our client had begun a rebranding process in the wake of regulatory fines and a legacy reputation of poor customer service. Following the recent acquisition of large mobile phone providors and an ongoing organisational review, they saw an opportunity to develop their brand and leverage their sustainability credentials to boost their reputation. Our client asked us to support them in defining the strategy for their internal business function, which combined traditional Corporate Social Responsibility and Sustainable Business teams in an attempt to embed a culture of purposeful business.
How did we help?
We integrated into the team, bringing strong programme management and strategic design capabilities to complement their technical expertise. We worked daily with the interim CSO for two months and facilitated several workshops with the team leaders, where we jointly developed clarity on what they wanted to achieve across the business. We then built a portfolio plan and roadmap of activities with clear next steps for prioritisation, which our client is pursuing.
What was the impact?
The precision and focus of the engagement allowed for the interim CSO to clearly articulate the team’s strategy over the next three to five years to the Head of Group Corporate Affairs and the Executive Board. This enabled better resource allocation on strategic projects because it helped the team demonstrate the impact and shared value they create during a time of organisational redesign and headcount reduction. Our client was recently ranked the world’s greenest telco and was listed as one of the global top 10 sustainable companies for the first time.
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