VF Asia Product Supply was navigating a complex transformation across its regional sourcing and supply chain operations. Structural change, shifting business demands and significant uncertainty called for closer alignment among leaders, stronger collaboration across functions and the ability to make decisions together through change.
Acumen worked with the executive team and other influential leaders over time. Executive workshops helped the team develop a shared language and apply it to live strategic challenges. Leaders from previously siloed areas came together around enterprise-wide priorities, learning to host more effective conversations and address patterns that were limiting progress. Practical tools and resources enabled them to carry this work into the business themselves.
The VF case study reports a more cohesive leadership culture, stronger accountability and collaboration, and the ability to sustain operational performance through COVID and major organisational change. Over the period covered, the value of the business under management grew by one-third while the organisation operated with 30% fewer people. Leaders also continued to use and share the practices developed through the work.
Contact Energy was already building a strong safety culture when it brought a number of major safety and asset initiatives together under its Operational Safety Improvement Programme. The ambition was to accelerate improvement while strengthening the culture, leadership and relationships needed to sustain change across the organisation.
Acumen partnered with Contact to build that capability from within. Influential leaders from across the business were supported to work differently, connect across traditional boundaries and apply practical behavioural tools to real organisational challenges. Cross-site groups experimented with new approaches, reflected on what they were learning and built greater confidence to lead change with their people.
Over time, Contact reported stronger relationships between sites and Head Office, greater accountability and self-awareness, better conversations and a reduction in siloed working. The programme also contributed to improved plant reliability and availability, a 12% reduction in operating costs and an increase in employee engagement from 56% to 77%.
Hear from two leaders connected to the transformation stories above. Their videos reflect on the leadership practices and conversations that help people work differently.
Andy reflects on dialogue and leadership practice at Simply Energy, which he now leads.
Gareth reflects on the changes in dialogue, collaboration and shared ownership during VF Asia Product Supply’s transformation.