True Life Change Stories

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The Scene:

Post-acquisition, four global enterprise organisations with distinct cultures and ways of working came together to operate as one. Multiple tools, processes, cultures and operating models needed to be unified. The 90,000 employees of the business across 32 countries needed to come on the journey.

Act 1:

Partner leadership to define the future state - including the areas that were still to be defined. Flush out misalignment and create a single clear vision of the ‘To Be’ state that all levels of the business could understand and buy into.

Work with local leaders and employees on the ground to understand the gap between ‘As Is’ and ‘To Be’.

Act 2:

Create networks, learning, communication strategies and support infrastructure to enable every employee to move through the key stages of change, from awareness and understanding to performing in the new world. Work with leaders to ensure the future state is built to enable employees to thrive.

Reception:

“Lorna facilitated and managed cross-cultural teams to achieve huge changes in very demanding timescales”

“She’s able to translate business and organisational priorities into clear people impacts and develop creative strategies to address them.”