People and organisation as drivers of international growth
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Challenge
The software provider had experienced significant growth in the Netherlands. The management team recognised that the existing organisational structure and management arrangements were no longer sufficient to support further growth. The organisation wanted to expand its services internationally. Bright & Company was asked to advise and support the management team in the strategic development of the organisation, focusing on people and organisational challenges.
Approach
From the start, we made a deliberate effort to establish a guiding coalition comprising the directors and management team. This resulted in a leadership team characterised by openness and trust, working together effectively and committed to the strategic direction.
Together with the directors and management team, we refined the strategic multi-year plan and translated it into a compelling story. We then introduced various interventions to help employees understand the strategy and make it meaningful to them.
Working closely with HR, we supported the directors and management team in defining the strategic people and organisational agenda, based on the strategic multi-year plan. Bright & Company was subsequently asked to advise the directors, management team and HR on strategic people and organisational issues and support their implementation. These included redesigning the senior management structure, implementing a new job architecture, professionalising the planning and control cycle and linking it to the HR cycle, strategic workforce planning, developing and facilitating a leadership programme, and establishing a pool of coaches.
Bright & Company supported the organisation in its development over several years, working side by side with the directors and management team. We acted as a trusted adviser and a hands-on partner, rolling up our sleeves and actively helping to build the organisation.
Impact
The organisation is now equipped to achieve its strategic ambitions successfully. The management team has made significant progress in demonstrating the desired leadership approach and, as a result, manages both day-to-day operations and the change agenda more effectively. Customer and employee satisfaction are high.
About the author
For a nationwide secondment and consultancy firm, we developed and implemented a new performance and development review cycle, career pathways and clearly defined HR processes, among other improvements.
We established a foundation of good employment practices and mutual responsibility between employer and employees. Rigid working relationships were transformed, enabling people to enjoy their work again and collaborate effectively.
A large national public sector organisation needed to realign its structure and governance with a new strategic direction. We worked to clarify responsibilities, enable more decisive decision-making and develop a coherent organisational plan.
By organising the HR function as a whole organisations can create an HR function that not only supports day-to-day operations but also makes a lasting contribution to organisational ambitions, job satisfaction and the development of human capital.