Client

A major European international bank

Requirement

Improved performance of senior middle managers in a firm where business units were operating in "silos" and monthly results were well short of ROE targets.

The Oakwood City approach

There appeared to be two primary problems:

• A lack of "synergy" among managers. Because they tended to operate in isolation, the potential of management as a whole was not realised.
• A passive approach to performance improvement. There was no proactive approach to improving monthly figures.

We therefore created a management development programme comprising three key elements:

1. A residential "influencing skills" programme for mixed groups, of up to twelve, drawn from the target population. As well as getting the managers to study and socialise together, we provided them with skills and motivation for communicating and influencing effectively across the organisation. Completed over six months.
2. A progressive series of two-hour lunchtime sessions for large, mixed, self-selected groups drawn from the target population. These sessions began with brainstorming obstacles to managing effectively. The output was then analysed and prioritised. From that point on, the sessions engaged the managers in group problem solving and action planning. Open ended.

We worked with the board to identify key change projects that they could delegate to cross-functional groups of senior and middle managers. Open ended.

The Outcomes

• Greatly increased communication and collaboration between managers in all businesses.
• Managed programmes of change for the benefit of the Firm, which had "buy in" from all business units.
• Ownership of the Firm's performance and results by all managers, leading to a joint problem-solving approach to improving results.
• Actual improvement of ROE.

Click Here if You Would Like Us to Contact You about Management Development