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Change Management

Change Management

Building change capacity and capability.

 

 

Client’s Need

First Engineering, part of the Babcock Engineering Group, provides a complete range of rail infrastructure services and is one of the largest firms in the UK operating in its market sector.

They are committed to providing customers with a high quality integrated infrastructure design, renewal and maintenance service at the most cost-effective price – with safety as the paramount objective – and their ability to integrate the full range of diverse disciplines and services involved enables them to deliver a consistently high level of performance.

Following the appointment of a new CEO in 2003, there has been a significant restructuring of the senior management team to re-energise and re-direct the company to help realise the potential synergies available as part of the Babcock Group in a dynamic market.

How we helped

First Engineering have partnered with Taylor Clarke to prepare senior and middle managers for the significant challenges ahead in the context of their Vision to double their turnover within 3 years, through a developing series of integrated interventions linked to performance improvement, building change capacity and cultural change including:-

  • Board Level and first line management Teambuilding for their top 30 executives
  • Supporting the development and communication of new Core values and supporting behavioural frameworks
  • 1:1 Coaching with Board and 1st line senior managers
  • Core management skills training for 1st Line Managers
  • Introduction of a robust, process and tools based Change Management Methodology, Tool Kit and Skill set to support the implementation of a £3.5m ERP investment, including –
  • Establishing the Business Vision
  • Designing and skilling up a 60 strong organisation wide Sponsor and Change Agent Network through knowledge transfer workshops, 1:1 coaching and process facilitation of project planning workshops
  • Assessing Change Impact and Readiness and monitoring commitment and resistance levels
  • Development of a leadership and management tool kit to support the development of change capability and capacity

The Impact

Phase 1 of the ERP system has been successfully implemented on time and within budget with real tangible benefits impacting key result areas. Our contribution to helping people manage their transition and embrace the opportunities in change has been widely recognised across the business.

The immediate impact of employing this change framework has led to our approach being considered by both Babcock and the Software Supplier as the basis of a common approach for other similar system implementation projects and clients.

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