Culture evolution & Customer centricity
increase in NPS
increase in ENPS
leaders act as role models
In setting a strategy which involved a digital overhaul, the UK CEO felt the need to refocus on the organisation’s culture, shifting mindsets to become a high-performance, customer-centred business. The HR Director agreed that the UK business had “lost some of its heart-beat” and set about re-energising the organisation.
Fidelity’s long-standing success and strong reputation had allowed a certain degree of complacency to set-in, leading to scepticism as to whether culture change was really needed and/or possible across some of the leadership population.
A culture audit was carried out to understand the degree to which the current culture was fit to deliver the strategy and customer proposition. This created key insight amongst the Executive team that to re-invigorate the organisation and become truly customer-focused, the prevailing mindset needed to shift from parent:child to adult:adult.
Values and behaviours, necessary to bring the customer experience to life were defined in a simple one-page format, building on known inherent strengths of the organisation. These sat at the heart of the strategic narrative for the business, a critical part in How the strategy would be achieved.
All 5000 people in the business attended an Event in the Tent – an interactive session launching the strategy and creating appetite for change. This was followed up with the Toolkit, used by managers across the business, to engage their teams in making the values and behaviours real and meaningful in their part of the business.
Culture and behaviours toolkit
A design team of role model leaders and managers was set up. The team developed a ‘leadership blueprint’, defining the six areas of leadership necessary to create a high-performance, customer-centred culture at Fidelity.
The blueprint was translated into a foundation day, followed by a series of workshops attended by everyone with people management responsibility including the UK Executive, who took their role modelling responsibility seriously.
The foundation day established the mindset and ownership for leading differently. The subsequent workshops explored each of the six areas of leadership. At the core of these sessions was peer coaching supplemented with thought leadership and practical exercises to build capability and confidence. Action learning and tools to embed decisions and learning into working practices were threaded between the workshops. The pace of workshop delivery was deliberately and symbolically measured – commitment to living our values and leading differently is here to stay.
You have had a phenomenal impact on senior leaders and our front line managers. You are flexible and adaptable, making great content relevant to different audiences and you built on what had already been done. Customer satisfaction is improving month on month.