Team Coaching and Cultural Change for Global Consumer Goods

Case study illustration - Global consumer goods

Client's challenge

The 1500 strong Global business area had been organised into six clusters in a recent transformation. Each cluster covered part of the end-to-end process required to deliver digital services to the whole organisation. Alignment and an efficient process was paramount to overall delivery. The organisational structure was only six months old and the first attempt of the six process leaders to team had not gone well. In fact it hardened the boundaries between them, and in their words they arrived at meetings “fighting for what’s best for their own Cluster” and ignored the organisational need.

Our collaboration

We kicked off this challenging engagement by creating a safe space for each individual in 1:1 pre-calls. The data was shared back with the group. From here we co-created the next phase of development work together: weekly coaching circles, 2-3 day team coaching events offsite quarterly and 1:1 coaching for unique challenges. There were team topics and team development to work on AND there were pressing business requirements that this team needed to deliver, many overdue. We worked on the team and business topics in parallel, the satisfaction of delivering output and experiencing their impact helped drive the desire to continue to work together and explore how they could become even better together.

What we learned:

Acknowledging the cultural differences within the team is hugely important to enable progress, as is recognising that the coach contributes a further cultural dimension to the system


There was a gigantium transformation of team culture. In mindset and behaviours.

  • From asking “what do we do?” and “what’s our role definition” to “we know what we do and we manage our boundaries”.
  • From not knowing who their key stakeholders were to actively managing their stakeholder group.
  • From being reactive to stakeholders to being proactive with stakeholders.
  • From a group of conflictingly, undermining voices to communicating to the organisation with one voice.
  • From not asking for feedback to offering and inviting feedback.
  • From not saying what’s going on for them individually, to having sufficient trust to say “I was triggered by what you said” and explaining why.
  • From the team workload being picked up by a few individuals to spreading the workload more evenly across the team.
  • From a position of “What’s our vision?” and “Do we need one?” to having a vision and a roadmap, which they continually updated and shared with stakeholders including the CEO.
  • From being a group to being a joined up, powerful and impactful team.
  • From having heads down doing their own thing to being heads up, ready to explore share and think about what’s next.
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