Case Studies
Transforming Dysfunctional Groups into High Performance Teams
Situation
Our Client, a leading Fortune 500 company had dispatched a team of IT engineers to conduct a Customer Telephone Integration (CTI) project for one of the top two market leaders in the Italian mobile telecommunication industry.
Team member replacements over a six-month period created misalignment, in what once repre-sented a strong unit. Furthermore, relationship management was becoming every employee’s responsibility as the Company’s customer-centric culture evolved. This transcended the sound technical expertise of the IT engineers whose default method of communication was email.
Renown for its employee caring and development, as well as product and service excellence, our Client commissioned us to develop their IT specialists into business smart consultants.
Program
We observed the culture and environment, gathered business intelligence, and reviewed per-formance profiles. We designed and implemented an ad hoc program to promote the rapid transformation of the dysfunctional group into a high performance team.
Classroom instruction alternated with stimulating outdoor events. We designed a series of challenges that fostered the emergence and mastery of conflict. These activities offered team members the opportunity to build trust and commitment. This accelerated the amalgamation of the team by producing higher levels of synergy, accountability, and camaraderie, while focusing on results.
Through individual coaching, the team members rapidly acquired a sound business perspective and customer-centered focus.
Creating compelling value: the concept, process and business outcomes achieved.
Impact
The CTI Project received merited acknowledgement for the accomplished goals. In less than one year, this high performance team achieved breakthrough results in customer, company, employee, and operational value.
Thanks to the team’s shortened response times and radically improved communication project delivery was achieved within budget and on time.
As interpersonal relationships began to flourish, first within the project team and then with the customer, so did trust – a primary and essential element of relationship management.
The climate of good will positively impacted other work-in-progress and enabled the Client to explore new business opportunities in the earliest of stages.
At year end, the Customer Survey confirmed customer acknowledgement for the value our Client provided, thereby sustaining market leadership.
The project group’s ultimate proof of transformation was the team’s unanimous decision to distribute among all seven members annual performance bonuses assigned to a select few due to provisional company policy. This presents evidence that high performance teams not only impact the organization and marketplace, but above all, the gratified individuals that constitute them.
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