Helping Experian design and deliver a training programme that enabled them to rollout Process Ownership & helps them take action to improve.
The business was embarking on a major cultural change initiative 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 more than 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.
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 basics of the Lean Six Sigma method. All modules were developed around a practical scenario 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 many employees progress their green belt.
Following production of a bespoke design, Lean Consulting piloted all 4 modules with an Experian test group. Feedback was then used to further refine the programme before a full rollout. Lean Consultants delivered the programme across several Experian sites, always working closely with the internal teams, often alongside at various stages to ensure leaders developed the association.
As the rollout progressed, Lean Consultants worked with internal resources to support a hand over of materials and delivery methods to support Experian’s desire to be able to take on any future course delivery.
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 several difficult questions on leaderships minds about how to approach cultural change.