The Technical Support Division (TSD) of 30,000 person ‘internetworking vendor’ client has moved from a confused, frustrated and direction-less group into a team that is delivering on schedule, on budget, and with extremely high spirits, commitment and teamwork.
TSD has been heralded as the standard for cross-functional teamwork and organization within the company and has been recognised externally with the presentation of two industry awards. The key to TSD’s success and ‘change of state’ is the quality of leadership exercised by the Director and the management team. This is largely due to an effective 3-day programme of ‘process based’ leadership development conducted, and the rigorous and continuous application of the Effects-based Decision-making and planning process, with facilitated 2-day workshops in FY 2005 and FY2006 to create the FY 2005 and FY2006 strategic business plans.
The process has created the clarity needed for true focused alignment with commitment to and accountability for the resulting plan. With just one slide, the leader can brief internal and external people on the group’s mission, purpose, structure and strategic plan – this replaces an initial pack of over 25 slides.
The following specific outcomes have been seen:
The Company’s Technical Support and Documentation Website department, which I led, has used Tozer Consulting’s leadership development and effects-based decision-making and planning methodology which is a key part of the development programme for three years now. Initially, it created clarity of vision, mission, purpose and plan where we had confusion and lack of direction. The level of clarity and the buy-in obtained through the process for creating that ‘clarity’ has resulted in unity, cohesion and collaboration within the team.
Mission-focused decision-making and planning is a dynamic and flexible process that we use to kick off all our projects and to define our annual business plans. My management team buys into the process wholeheartedly because of the immediate outputs and the consequences of those outputs. The methodology has now become embedded within my group, building our capacity to deliver.
As a result, we have been recognised as a model of effective global cross functional teamwork within the company, we have had our budget increased, and we have won two industry awards following the execution of our 2005 strategic plan. We have been recognized by the Service and Support Professionals Association (SSPA) with the 2005 STAR Awards for Best Practices in the Self-Service Category. We have also been cited as one of the Ten Best Web Support Sites by the Association of Support Professionals (ASP). This is another prestigious award that showcases excellence in online service and support.”
Director, US Internetworking Vendor