Case Studies
A Major Division of a North American Fortune 100 Financial Institution
A major division of a prominent financial institution had recently undergone a reorganization that capped a multi-year period of fundamental change. Throughout this multi-year period, prior to the reorganization, it had been common for people to ignore senior leadership's communications that the world was changing and the company had to change with it. Visible change had been gradual and incremental, and many of the symbols of the "old" organization remained.
Six months following the reorganization, the senior executive in charge of the division wanted to know what people were saying and how they were feeling about the new organization now that the proverbial dust had settled. What was working? What wasn't? Was the culture shifting or stagnant? To answer these questions, the executive turned to Teleos and its proprietary Dynamic Inquiry (DI) methodology.
Through a thorough DI process and thematic review, Teleos provided the senior leadership with complex data to shed light on what was and wasn't working. As well, Teleos collaborated on the design and choreography of two key feedback meetings with various levels of stakeholders, culminating into a third meeting with the top 150 division leaders, also designed with Teleos. These meetings served to air issues that had previously only been whispered about. Organizational sacred cows were brought to light and difficult topics lost their emotional charge as they were addressed in what was essentially a public forum where tough questions were asked and answered.
This series of interventions (the Dynamic Inquiry and follow up sessions) is credited by the organization for several successive quarters of exceptional financial results. As one of the senior leaders told us, "The entire exercise moved us forward beyond anything I could have predicted."
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