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Team doesn’t necessarily equate to collaboration
The Careers portfolio of a Tier 1 level University approached us seeking assistance to improve the performance of their team after a recent merge of three business units. The University was evolving and the head of the portfolio was concerned about handling a silo effect of each business unit continuing to operate as they did prior to the merge.
Whilst reviewing the team structure and the roles within the portfolio, it became apparent that it had been a long time since they had been evaluated, even prior to the merge. The client wanted the most obvious need fixed – which was to update the position descriptions. They believed this would allow for and encourage greater team collaboration.
Teamwork and collaboration do not simply occur harmoniously, it takes strategy. Uniting individuals to produce great output through teamwork is critical for scale. We recommended an updated vision and strategy with tangible objectives be the first thing that was tackled. This created the anchor for the updated position descriptions to make sense. The tangible objectives meant that the team had to work together to achieve them, it gave the employees a reason to collaborate.

Strategy gives much needed direction
A commercial painting organisation run by three partners, including the founding partner close to retirement, wanted to understand how to best scale, while having an effective exit strategy for the founding partner. The business was built on the founding partners leadership style and his relationships to key players in the industry.
New leadership dynamics introduced new ways to lead, and differences of opinions caused the business became stagnant. Acknowledging the lack of clear focus and direction, the two newest partners were still hungry to scale, and in order to meet a bountiful exit price for the founder it was decided to optimise the business.
We were engaged to provide strategy for all areas of the business, which was necessary to create a strong foundation to scale.The process to create the different strategic plans and transformational plan inspired different key team members to play different roles within the business.
Throughout a three month strategic planning timeline, the business was able to operate without the founders involvement which allowed them to enjoy the freedom they desired earlier. We introduced a hybrid holarchy organisational structure, which enabled and empowered key staff to perform in a better environment.
The new governance framework we implemented allowed the second senior partner to also feel at ease about stepping back from their regular daily role. After introducing a new singular strategy, the drastic shift motivated both senior partners to select early retirement, confident in the fact that their vision could be executed effectively by the youngest partner.

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