TRANSFORMATION TO A SELF-ORGANIZING, FULLY REMOTE TEAM
The Situation
CONTEXT: A large company within the financial sector realized that their silos were preventing them from keeping pace with the industry, but more importantly rendering them unable to respond to changes in laws that were coming in a year. The goal was to work in teams as opposed to silos but this was a completely new concept for the organization.
CHALLENGES: Historically everyone worked in an office in silos with little to no standardization between current offices. This team was going to work nationally, not regionally and needed to form a pilot team to demonstrate the concept was going to work before scaling across the org.
The Task
- Create a coaching plan for the team transformation
- Assist with interviewing and onboarding of new team
- Facilitate a Liftoff with the leadership and new-hire team
- Provide leadership coaching
- Mentor the Project Manager from the client
- Hold working sessions to develop team culture
- Conduct business process re-engineering sessions to build new ways of working
The Action / Approach
The all-remote team was selected by using a hiring method based on values and attributed. The team was comprised of 15 year veterans and entry level members who brought innovation and teamwork skills.
A one-week Liftoff was conducted enabling them to tackle the challenges of new process, tools, and teamwork in the weeks ahead.
Using what they learned in the first week, the team was able to tackle a plethora of challenges, create and test new process and tools, create a training program, and establish a plan for scaling.
The Result
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Within 10 weeks, not the projected 6 months, the team had exceeded the expectations of leadership and surpassed the roadmap goals.
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We created the company’s first ever, fully-remote, time-zone independent team.
- The organization went from stagnating on even hiring a team, to having a full team hired in 3 weeks.
