ABOUT WILDCAT ONE

Case Studies

Troubleshooting & Managing Change

Organisation Development

Executive Coaching


Below are some brief summaries of coaching assignments we have carried out, to illustrate the kind of work we do, some of the details have been changed slightly to ensure client confidentiality

Restructuring, mergers, IPO

Wildcat One successfully lead the HR project stream in restructuring a company's Head Office, in readiness for an Initial Public Offering (IPO).

Company: Cairn Energy Plc

Background

The client devised a strategy to deliver optimum shareholder value by creating two world class businesses, through an IPO of its existing Indian business. This strategy required radical restructuring of the Head Office, to relocate or replicate processes, teams and other resources to India, to form a standalone company. Proposals for the IPO were agreed by the Board and announced to the market in March 2006.

Approach

Wildcat One was involved from the early stages and were also asked to lead the HR project stream in restructuring the Edinburgh Head Office. This meant working closely with Directors and senior managers to identify ongoing resources for Head Office and the remainder of the Group. Processes for managing functional restructuring were devised and implemented, working closely with the internal HR team, managers and employee representatives. Wildcat One also managed early phase communications with employees, leading up to and just after the announcement. A gap analysis was carried out on the needs of the new Indian company, so that a comprehensive project plan could be developed. Relocating work streams and staff to India was complex and required working across different legal jurisdictions whilst responding to organisational and employee needs. Wildcat One was also involved in co-ordinating and project managing the development of new share and LTIP incentive schemes for both Cairn Energy and Cairn India.

Result

The restructuring of Edinburgh office was completed by August 2006 with redundancies phased throughout the rest of the year and into 2007. It was successfully completed to exacting timescales with no employee relations problems, litigation, or reputational damage. The new share schemes and LTIP arrangements were approved at an EGM in November 2006. The IPO itself was completed in January 2007.

Back to Top

Restructuring, mergers, IPO

Telecom company managers maximise skills ahead of acquisition to enable a successful merger.

Company: Global One Communications

Background

Global One Communications' impending merger with another telecom company meant significant organisational change. The client identified that managers would need improved strategic communication and influencing skills to enable a successful transition and retain core Operations and Engineering (O&E) skills.

Approach

Wildcat One worked closely with the O&E Director to design and facilitate a development programme for senior managers to build skills at both individual and team level. This intensive programme, focused on enhancing self-awareness, communication, leadership and change management skills. Managers developed individual and team action plans to help manage the change more effectively.

Result

The Director and his team were extremely positive about the benefits gained, particularly in increased self-awareness, confidence and interpersonal skills. This was especially the case in communications and stakeholder influencing, where strategic contacts were secured with merger decision makers. Similarly, communications with staff improved significantly, with the resolution of a number of long-running problems and an increase in the efficiency and productivity of meetings. The majority of the O&E staff were retained in the merged company.

Back to Top

Improving performance

Working closely with senior managers to improve Divisional performance and customer focus.

Company: France Telecom

Background

The client had recently undergone major restructuring to create a Global Business Division. The newly appointed VP of Operations was keen to improve responsiveness and service standards by developing a better understanding of customer needs, a more focused approach to customer service and an overall improvement in Divisional performance.

Approach

Wildcat One developed a customer survey to obtain feedback on core areas of the Division's services and perceptions of service level. This survey captured feedback from both internal and external customers, and every senior manager together with their business team received comprehensive customer feedback reports, detailing specific strengths and weaknesses.

It revealed significant differences between customer expectations and the Division's own perception of internal roles and responsibilities. There was also a confused picture of what service levels should be provided and what customers had a right to expect.

Result

Following the survey feedback, we worked closely with each member of the management team to explore the issues and implications involved and identify potential solutions for improving performance, more effective communications and managing customer expectations.

Action plans were produced by each team and agreed with the VP, stipulating priority objectives for delivery, whilst a set of strategic senior management objectives ensured commitment and follow through.

Back to Top

Improving performance

Wildcat One helps to turn-around small companies.

Company: Small to Medium sized Enterprises

Background

Many companies reach a critical stage where they need to change to move the business on to the next level. Issues can include the need for growth, consolidation after rapid growth, a change in skills profile or even a change in leadership. Wildcat One has provided business and human resource consultancy advice to a number of small businesses across a range of sectors, including arts, leisure, technology, drinks and the public sector.

Approach

Wildcat One has provided advice and support on issues such as strategy development (or re-defining strategy), growth, restructuring, skills gaps, organisational processes and changes in senior management/leadership. Solutions included:

Result

All companies have secured sufficient additional investment or funding to continue trading, and have since progressed to a stronger financial footing. Robust business plans are in place together with strong management structures and staff teams.

Back to Top

Improving performance

Wildcat One works with managers to improve leadership and lift divisional performance.

Company: France Telecom

Scenario

The client had established a separate business unit for operating voice and mobile networks outside France. This unit brought together a number of fragmented and disparate business units around the world (previous acquisitions), with main locations in London and Washington DC. The Head of Global Operations was keen to improve standards of ownership and leadership within his senior management team and revitalise the organisation.

Approach

Working with Head of Global Operations and key managers, Wildcat One developed a set of management competences considered imperative for the future success of the organisation. We then undertook a 360 degree feedback exercise against these competencies, resulting in comprehensive individual reports for each member of the senior team.

An intensive three day leadership programme for the senior management team was developed. Using psychometric assessment and the 360 degree feedback served as a foundation for building greater self-awareness, communication skills and formed the basis on which to build the skills of leading change. Managers were also coached in models of leadership and the implications of cross cultural/international working (USA/Europe/Asia). Managers produced development action plans, on a personal and management team basis. This proved so successful in changing attitudes and approaches at senior management level, that it was cascaded to middle managers six months later. These middle management programmes were partly facilitated and supported by the senior managers.

Result

Feedback from the Head of Global Operations and senior managers has been extremely positive and tangible improvements have been achieved in the areas of leadership, trust, accountability, and performance improvement. Middle management response has also been very positive with managers reporting a greater ability to achieve behavioural changes within their teams.

Back to Top

Improving performance

Working closely with the Director & senior management to improve Divisional level performance

Company: Ftse 100 Handling & Logistics Services Group

Background

The client, multi-site Division within the main Group, had undergone significant changes in senior personnel and a new team had been appointed over a fairly short timescale. The newly appointed Director wanted to improve overall performance at site level, through increased ownership and management capability.

Approach

Wildcat One undertook an initial diagnostic review to assess the main issues, making a number of recommendations to the Director, as a result.

This included the design and delivery of a senior management team "event" to clarify business aims and to identify and agree strategic priorities, confirming roles and responsibilities commensurate with these. This work ensured a shared view of current/future priorities and ownership of the steps required to achieve them. We also designed a management development approach, closely aligned to the delivery of these objectives.

Wildcat One has worked very closely with the Director and senior team, over a period of time and across a number of different (but related) events and interventions, to help progress the team's capability and focus. This included helping the Director to initiate and win buy-in to a major strategy for modernising and radically improving the efficiency of servicing customer demands, through significant investment in new equipment and wholesale changes in working practices and staff deployment.

An intensive three day leadership programme for the senior management team was developed. Using psychometric assessment and the 360 degree feedback served as a foundation for building greater self-awareness, communication skills and formed the basis on which to build the skills of leading change. Managers were also coached in models of leadership and the implications of cross cultural/international working (USA/Europe/Asia). Managers produced development action plans, on a personal and management team basis. This proved so successful in changing attitudes and approaches at senior management level, that it was cascaded to middle managers six months later. These middle management programmes were partly facilitated and supported by the senior managers.

Result

Over the period of time that Wildcat one has been working with this business, the Director has confirmed that we have significantly contributed to improvements in Divisional performance across a range of measures; profit has increased, as has productivity and costs have reduced. The Director is also especially pleased with how the senior management team is working as an effective, business focused team, recently evidenced through the Division's ability to implement the modernisation project, with fundamental changes in working practices and terms and conditions, smoothly and effectively with no industrial action.

Back to Top

Improving performance

Undertaking a comprehensive organisational review, to improve overall effectiveness, efficiency and alignment.

Company: Destination Marketing Organisation

Background

The client is the main vehicle for promoting and marketing a major Scottish destination in a fiercely competitive, fast moving global market place.

The organisation had proved highly successful during its first two years of operation, increasing both tourist and business visitor numbers, through positive, stylish branding and effective market positioning. The CEO was very keen to ensure the ongoing success of the organisation and sought re-assurance that it was "fit" to face the challenges of an increasingly aggressive market. To do this, the CEO commissioned a comprehensive review of the organisations remit delivery, structure, processes, resource-base and skills.

Approach

Wildcat One undertook a diagnostic review of the whole organisation. This entailed initial desk-top research of relevant paper and web based organisational information, as well as conducting detailed interviews with the CEO, Heads of Department and a representative selection of managers and staff. A number of other stakeholders were interviewed, along with the Heads of other destination marketing organisations; such as Sydney and Singapore.

The review findings identified the organisations core strengths as well as some weaknesses, which were clearly outlined and evidenced in a comprehensive report to the CEO. One of the main recommendations was the requirement to restructure part of the organisation, to create greater alignment between core activities and improve interface with and delivery to the customer/stakeholder. The report also provided a detailed assessment of options, implications and risks, as well as how these could be managed.

Result

The Report findings and recommendations were unanimously agreed, in full, by the Board. Wildcat One consultants assisted and advised the CEO in successfully managing the implementation of the changes.

The restructure, along with the other recommendations have now been implemented. The CEO reports that the organisation is now working much more effectively and that the review process made a significant contribution in surfacing and addressing a number of weaknesses, as well as streamlining the structure to improve clarity and focus.

Back to Top

Attraction and Retention

Empirical research on the under-representation of women in professional forestry roles and how this might be addressed.

Company: Forestry Commission

Background

The Forestry Commission wanted to establish a better understanding of why women were under-represented in the British forestry industry. Rather than continue to rely on anecdotal evidence, they commissioned a piece of research ' the first of its kind in the UK forestry industry.

Approach

Wildcat One designed and carried out the research and a mix of techniques was used to gather information due to the geographically dispersed and often remote workforce. The survey encompassed both women and men, currently working in forestry, students of forestry, a range of forestry employers, professional bodies and universities/colleges offering forestry courses. The research provided evidence on;

Male foresters were encouraged to comment on the same areas, especially barriers to entry and difficulties encountered during employment. The views of employers was also explored.

Result

A comprehensive report of the findings and a set of pragmatic proposals and recommendations for the Industry as a whole were produced. Issues specific to the Forestry Commission were separately presented.

This report has gained significant interest across the industry, both in the UK and internationally. A coordinated approach to attraction/recruitment for both women and men has been developed between the Forestry Commission, other industry employers, trade bodies and universities. The Commission has also implemented a number of the recommendations within its own organisation.

The report, Professional Women Foresters in the British Forestry Industry, is available for Download in PDF format by clicking on this link >>

Back to Top

Attraction and Retention

Improved staff attraction and retention through pay benchmarking and revised reward policies.

Company: UK based Oil & Gas Company

Background

The client experienced difficulty in recruiting and retaining key technical staff and wanted to understand its position in the industry with regards to pay and benefits

Approach

We cross-referenced various sources of data to produce an accurate picture of the company's pay market position. Apparent anomalies in existing internal pay levels were highlighted. A strategic set of proposals was formulated for the Executive Directors including practical and financially realistic recommendations for:

Result

The remuneration group accepted and immediately implemented the recommendations for addressing internal pay anomalies, as well as those for future pay policies. Annual monitoring of pay levels in the market has become part of the company's remuneration strategy. The client is now recognised as one which rewards staff well and continually attracts high-calibre people to work for it.

Back to Top

Succession planning and development

Designing a development programme for improving leadership skills and a process for identifying and managing talent and succession across the Group.

Company: Scottish based Oil & Gas Company

Background

The client had recently introduced a new people development process across the Group, including a new set of core competencies. The next step was to develop a practical and relevant approach to leadership development and succession planning. Wildcat One was engaged on this latter area of work.

Approach

Having analysed the company's needs and its culture, Wildcat One proposed a two-tier approach to talent management; a highly bespoke leadership development approach for the most senior employees and those with board level potential in the short term and a more structured management development programme for the other management groups. This latter programme was designed as an oil and gas "mini MBA". Once agreed, Wildcat One worked with the internal HR team to identify potential providers of the programme.

We also developed a robust, yet flexible, framework to inform succession planning. Further work on implementing this and the talent management structure, across all Group locations, was undertaken in conjunction with the internal HR team.

Result

The talent management strategy and succession planning framework were approved, by the Group Management Board and Group Chairman, for implementation.

Back to Top

Leadership development

Wildcat One works with managers to improve leadership and lift divisional performance.

Company: France Telecom

Scenario

The client had established a separate business unit for operating voice and mobile networks outside France. This unit brought together a number of fragmented and disparate business units around the world (previous acquisitions), with main locations in London and Washington DC. The Head of Global Operations was keen to improve standards of ownership and leadership within his senior management team and revitalise the organisation.

Approach

Working with Head of Global Operations and key managers, Wildcat One developed a set of management competences considered imperative for the future success of the organisation. We then undertook a 360 degree feedback exercise against these competencies, resulting in comprehensive individual reports for each member of the senior team.

An intensive three day leadership programme for the senior management team was developed. Using psychometric assessment and the 360 degree feedback served as a foundation for building greater self-awareness, communication skills and formed the basis on which to build the skills of leading change. Managers were also coached in models of leadership and the implications of cross cultural/international working (USA/Europe/Asia). Managers produced development action plans, on a personal and management team basis. This proved so successful in changing attitudes and approaches at senior management level, that it was cascaded to middle managers six months later. These middle management programmes were partly facilitated and supported by the senior managers.

Result

Feedback from the Head of Global Operations and senior managers has been extremely positive and tangible improvements have been achieved in the areas of leadership, trust, accountability, and performance improvement. Middle management response has also been very positive with managers reporting a greater ability to achieve behavioural changes within their teams.

Back to Top

Leadership development

Telecom company managers maximise skills ahead of acquisition to enable a successful merger.

Company: Global One Communications

Background

Global One Communications' impending merger with another telecom company meant significant organisational change. The client identified that managers would need improved strategic communication and influencing skills to enable a successful transition and retain core Operations and Engineering (O&E) skills.

Approach

Wildcat One worked closely with the O&E Director to design and facilitate a development programme for senior managers to build skills at both individual and team level. This intensive programme, focused on enhancing self-awareness, communication, leadership and change management skills. Managers developed individual and team action plans to help manage the change more effectively.

Result

The Director and his team were extremely positive about the benefits gained, particularly in increased self-awareness, confidence and interpersonal skills. This was especially the case in communications and stakeholder influencing, where strategic contacts were secured with merger decision makers. Similarly, communications with staff improved significantly, with the resolution of a number of long-running problems and an increase in the efficiency and productivity of meetings. The majority of the O&E staff were retained in the merged company.

Back to Top

Leadership development

Working closely with the Director & senior management to improve Divisional level performance

Company: Ftse 100 Handling & Logistics Services Group

Background

The client, multi-site Division within the main Group, had undergone significant changes in senior personnel and a new team had been appointed over a fairly short timescale. The newly appointed Director wanted to improve overall performance at site level, through increased ownership and management capability.

Approach

Wildcat One undertook an initial diagnostic review to assess the main issues, making a number of recommendations to the Director, as a result.

This included the design and delivery of a senior management team "event" to clarify business aims and to identify and agree strategic priorities, confirming roles and responsibilities commensurate with these. This work ensured a shared view of current/future priorities and ownership of the steps required to achieve them. We also designed a management development approach, closely aligned to the delivery of these objectives.

Wildcat One has worked very closely with the Director and senior team, over a period of time and across a number of different (but related) events and interventions, to help progress the team's capability and focus. This included helping the Director to initiate and win buy-in to a major strategy for modernising and radically improving the efficiency of servicing customer demands, through significant investment in new equipment and wholesale changes in working practices and staff deployment.

An intensive three day leadership programme for the senior management team was developed. Using psychometric assessment and the 360 degree feedback served as a foundation for building greater self-awareness, communication skills and formed the basis on which to build the skills of leading change. Managers were also coached in models of leadership and the implications of cross cultural/international working (USA/Europe/Asia). Managers produced development action plans, on a personal and management team basis. This proved so successful in changing attitudes and approaches at senior management level, that it was cascaded to middle managers six months later. These middle management programmes were partly facilitated and supported by the senior managers.

Result

Over the period of time that Wildcat one has been working with this business, the Director has confirmed that we have significantly contributed to improvements in Divisional performance across a range of measures; profit has increased, as has productivity and costs have reduced. The Director is also especially pleased with how the senior management team is working as an effective, business focused team, recently evidenced through the Division's ability to implement the modernisation project, with fundamental changes in working practices and terms and conditions, smoothly and effectively with no industrial action.

Back to Top

Strategic Reviews

Undertaking a comprehensive organisational review, to improve overall effectiveness, efficiency and alignment.

Company: Destination Marketing Organisation

Background

The client is the main vehicle for promoting and marketing a major Scottish destination in a fiercely competitive, fast moving global market place.

The organisation had proved highly successful during its first two years of operation, increasing both tourist and business visitor numbers, through positive, stylish branding and effective market positioning. The CEO was very keen to ensure the ongoing success of the organisation and sought re-assurance that it was "fit" to face the challenges of an increasingly aggressive market. To do this, the CEO commissioned a comprehensive review of the organisations remit delivery, structure, processes, resource-base and skills.

Approach

Wildcat One undertook a diagnostic review of the whole organisation. This entailed initial desk-top research of relevant paper and web based organisational information, as well as conducting detailed interviews with the CEO, Heads of Department and a representative selection of managers and staff. A number of other stakeholders were interviewed, along with the Heads of other destination marketing organisations; such as Sydney and Singapore.

The review findings identified the organisations core strengths as well as some weaknesses, which were clearly outlined and evidenced in a comprehensive report to the CEO. One of the main recommendations was the requirement to restructure part of the organisation, to create greater alignment between core activities and improve interface with and delivery to the customer/stakeholder. The report also provided a detailed assessment of options, implications and risks, as well as how these could be managed.

Result

The Report findings and recommendations were unanimously agreed, in full, by the Board. Wildcat One consultants assisted and advised the CEO in successfully managing the implementation of the changes.

The restructure, along with the other recommendations have now been implemented. The CEO reports that the organisation is now working much more effectively and that the review process made a significant contribution in surfacing and addressing a number of weaknesses, as well as streamlining the structure to improve clarity and focus.

Back to Top

Strategic Reviews

An international energy company improves clarity of medium term strategy, in relation to overseas subsidiary.

Company: International Energy Company

Background

The client experienced difficulties of effective, timely communications and insufficient management and financial control systems with one of their overseas subsidiaries, following a period of rapid growth.

Approach

Wildcat One worked with the Group Management Board, through a series of discussions and workshops to determine the extent and nature of the problem. The strategic capabilities, core values and business model of the parent company were not fully understood or reflected in the subsidiary, with the result that different priorities were given precedence and conflicts constantly arose. The need to develop additional capabilities and skills sets and to communicate the business model more widely, were recognised. A plan to integrate the subsidiary and embed the core values was developed.

Result

This process helped to articulate, clarify and confirm the company's medium term strategy and the essential role of the subsidiary in delivering increased share-holder value. Transferable business skills were identified and developed across both parent and subsidiary functions, leading to more effective working relationships and practices across the company.

Back to Top

Strategic Reviews

Planning and monitoring progress towards achieving Disability Discrimination Act compliance in core areas of the UK and European business.

Company: Major International Bank

Background

The Corporate HR Department were keen to ensure that the company were sufficiently compliant with this legislation, improving accessibility for customers, staff and other relevant stakeholders. Interim support was sought to help Business Divisions plan and implement appropriate policies and actions.

Approach

Worked closely with the Group Head of Diversity and the Diversity team, senior managers and HR Business Partners, to establish a picture of current compliance levels, what plans existed, and estimations of key actions still outstanding. Briefing and strategy papers, for the Group HR Director and Group CEO, outlined the likelihood of achieving appropriate levels of progress in line with legislative requirements. Continued to work with Businesses to set objectives, review ongoing progress and share best practice across the Group.

Result

A plan outlining the Group's current levels of DDA compliance, milestones to achieving compliance and further required action was produced, in conjunction with all Business Units. This was agreed by the Group HR Senior Team and delegated to HR Business Partners to implement across their respective businesses.

Back to Top

Executive Coaching

Logistics Company

A director wanted to make more impact in presentations. He worked with a coach on posture, use of body language and intonation. This helped him establish greater levels of credibility and hold the attention of his audience more effectively. This work was done in a single session lasting one morning.

Back to Top

Public Sector

A senior manager was coached in how to establish a system for preparing for important meetings more effectively. This included mental preparation in building an expectation for a successful outcome, which helped increase self- confidence. This individual's ability to achieve her objectives in meetings increased, as did overall self-confidence. This work was achieved in three sessions.

Back to Top

SME

A newly promoted managing director realised that it was her own self perception that was holding her back from establishing credibility with her board. Her coach helped her work on these limiting beliefs and to develop a range of techniques and approaches to enable her to get the most from her interaction with the board. Within six months she had noticed a significant improvement in her preparation for and performance at board meetings and was more confident and able to hold her own with board members. This work was achieved in six sessions, which also included coaching on other areas.

Back to Top

Energy Company

A senior professional lacked self-confidence in his ability, despite being recognised by his company as extremely capable. This individual was helped to identify and, over time, successfully address the negative self-beliefs that were holding him back and impeding his career progression. His increased confidence has markedly improved his ability to establish credibility at the most senior levels and he has now moved into a more senior role. This work was achieved in six sessions.

Back to Top