Client Need
This organisation is a leader in industrial engineering. Changes in its business environment is occurring at an increasingly rapid pace. In order to adapt there is a need for a more flexible, agile organization; more collaborative decision-making and problem-solving; and increased innovation and creativity in all roles
Following an offsite which enabled the EMEA supply chain leadership team to get to know one another, review the strategy and priorities ahead, the VP for the supply chain function was seeking a partner to strengthen accountability within the team.
Day one would focus on enhancing new capabilities in accountability, including developing a language of accountability. Day two should be dedicated to participating leaders, divided in smaller High Performance Teams, reporting out their accomplishments since last meeting and working on key business challenges related to direct purchasing, indirect purchasing & transportation.
The objectives for the offsite were three-fold:
- Improve the effectiveness of the Supply-Chain functional team by continuing to build cross-business relationships
- Increase the understanding of ‘Winning with Accountability’, the behaviours expected and benefits it offers
- Review the HPT projects through the lens of accountability and initiate a new HPT project on Talent
Solution
In collaboration with the VP Supply Chain for EMEA, Accelerance designed a 2 day working session which saw participants engaged in a series of practical learning activities including:
- Reading, choosing and trading cards – with accountability quotations and photographs of their authors – that represent ‘The Best of Accountability’ and ‘The Worst of Accountability’
- Understand the difference between ‘punitive’ and ‘proactive’ accountability and learn how to improve it
- Use a new set of Accountability Behaviours to identify ‘where I am now’ and ‘where I want to be’
- Develop the Language of Accountability with a focus on Setting Expectations and Specificity
- Improve the way hold each other accountable by we giving and receiving constructive feedback using the Situation Behaviour Impact (SBI) framework
- Reviewing the HPT projects through the lens of accountability and initiate new HPT projects on Talent
Further each leader received an Accountability Toolkit for improving accountability on the job. This included short, practical guides to skills introduced in the Workshop
Impact
The two day workshop was evaluated via a classical feedback form where leaders were asked to comment on the workshop highlights and improvement areas. They were also asked to rate the overall effectiveness of the workshop, its relevance and each activity. Overall the feedback from participants were very positive, above 4.0/5 on average.
Following the workshop the VP supply chain asked us to submit ideas on how we could build-on the strong foundation created by the workshop for the future.
Following the 2 day offsite, our collaboration with the VP Supply Chain EMEA continues as we went on to design and facilitate two further offsites for the supply chain leadership team including a conference for over 150 participants.
