Case Study

Creating a Culture of Engagement

Company

Fortune 500 financial services company with $60 billion in assets under management.

Challenge

When the founding CEO retired, new leadership wanted to mobilize the entire enterprise to grow revenue and improve efficiency. he main objectives of the engagement included the development of an enterprise-wide strategy as well as the crafting of fully aligned individual departmental strategies.

Intervention

Bâton Global (B|G) partnered with leadership to develop enterprise and department strategies, and implemented a system to measure progress and update the strategy.

Results

The work completed by B|G and the organization resulted in more efficient management systems and a culture of transformational leadership across the company. Measures of success were also clearly defined by leadership and articulated to members of each department.

Project Scope

The scope of this project includes four main areas of activity:

Insight

The Insight phase of the project was focused on establishing a common understanding of the current state and defining the major industry factors that were set to impact the organization.

  • B|G identified the most pressing challenges through interviews with the entire executive leadership team as well the heads of various departments including Finance, Human Resources, IT, Legal Affairs, Marketing, Operations, etc.
  • Developed an organization SWOT analysis and identified and ranked PESTLE factors with highest level of impact to the organization.
  • Facilitated the leadership team to assimilate common themes and challenges facing the organization.

Innovation

B|G and the organization used information collected during Insight to develop enterprise and unit level strategies:

  • A high-level strategy was created that established the vision, values, and priorities for the entire organization
  • An enterprise-wide balanced scorecard was created to measure progress against the strategy
  • Business unit strategies were created that aligned with the priorities and commitment of the
    enterprise strategy.
  • Unit level scorecards were developed that aligned enterprise scorecard.

Integration

B|G supported the implementation and roll out of the business unit level strategy:

  • B|G in conjunction with executive leadership presented at multiple employee wide information
    sessions to share the enterprise strategy scorecard and high-level initiatives.
  • B|G coached business units in presenting their strategies to the leadership team and other
    members of the organization.
  • Business units "pitched" their strategies to other members of the organization and were scored by their peers in a friendly setting.
  • B|G worked closely with a technology provider to implement a solution that would ensure
    seamless tracking of the progress and outcomes of their strategy.

Impact

The design and implementation of a strategic management system provided the organization with clear direction at the enterprise and business unit level:

  • All employees have a shared understanding the direction of the enterprise and the priorities.
  • A culture of transformational leadership has been established that retains and recruits top talent
    while championing innovation.
  • New customer product offerings have better anticipated and satisfied the needs of clients.
  • Core management systems have been replaced with new systems that improve efficiencies while enhancing risk management.
  • Technology enabled strategy tracking has allowed the company to view and manage their strategy on a routine basis.