Picture

Problem

The business was embarking on a major cultural change initiative in order to support plans for future growth and build improved methods into current work. They recognised the need to invest in leadership development as one of the core pillars of a successful outcome, leaders need to become process owners and process managers .

The size of the business and the need to develop in excess of 200 leaders, meant that internal business improvement teams found they were not only inundated with work but they also required expertise in designing and delivering a leadership programme. Experian needed their own ‘Experian Interventions’ and not an ‘off the shelf’ set of training materials and approaches.

Picture

Solution

Through working closely with the Experian Business Improvement teams, Lean Consultants designed and developed a series of bespoke learning interventions.

Experian leaders were taken through 4 modules which grounded them in the concept of Process Ownership and the basics of Lean Six Sigma. All modules were developed around a practical simulation with leaders using tools and techniques throughout to cement their learning and understanding.

As part of the solution Lean Consulting also provided Experian with an online learning portal, fully branded as Experian, which has seen a number of employees progress their green belt.

Picture

Process

Following production of a bespoke course design, Lean Consulting piloted all 4 modules with an Experian test group. Feedback was then used to further refine the programme prior to a full roll out. Lean Consultants delivered the programme across a number of Experian sites, always working closely with the internal teams, often alongside at various stages to ensure leaders developed association.

Following production of a bespoke course design, Lean Consulting piloted all 4 modules with an Experian test group. Feedback was then used to further refine the programme prior to a full roll out. Lean Consultants delivered the programme across a number of Experian sites, always working closely with the internal teams, often alongside at various stages to ensure leaders developed association.

Picture

Results

Over 200 leaders were taken through the programme and supported in taking up a revised role of process owner or process manager.

The delivery of this programme underpinned a vast amount of process governance and process change activity that happened thereafter. It supported answering a number of difficult questions on leaderships minds about how to approach the cultural change.

Ready To Work With Us?

Find Out More?  Contact Us!