Learning & development for a global oil & gas player
Supported one of the world’s largest companies to achieve a step-change in their in-house strategy capabilities.
Initially focused on the company’s in-house strategy teams across 4 continents, our targeted coaching programme drove a sharp uplift in project feedback scores, and was then rolled out to senior business leaders globally.
Context
Our client had built a global internal strategy team of high-potential business leaders with no formal strategy background, who would typically stay for 3 years and then move back into a business role at a higher level. While talent in the team was extremely high, most people lacked training in strategic problem solving, resulting in high variability in satisfaction with project outcomes, and significant overruns on projects.
We were asked to support the team over the course of a year to drive a step-change in capability, and to build an ongoing programme to keep this level high, with minimal ongoing investment.
Approach
We designed and ran a global programme, with senior McKinsey-trained coaches located across the globe in 4 Continents.
Over the course of a year, we worked with local teams in targeted interventions on each strategy project. We provided them with tools and approaches focused on best practice project scoping, problem structuring, driving from hypotheses, and Pyramid Principle structuring of recommendations.
Impact
At the end of our year-long intervention, strategy team project feedback had increased from an average of 4.1 to 4.7, and all projects had been completed on time and within budget. The internal team had the tools and the skills that were needed to deliver high quality strategy projects, and to teach new people in the team.
Given the high impact of our intervention, we were asked to roll out a similar programme across the global leadership community. This quickly became the most popular programme amongst senior business leaders.