70% of change programmes fail to achieve their goals largely due to employee resistance and a lack of management support. When people are truly invested in change, it is 30% more likely to stick
(MCKINSEY 2015)
Co.Cre8 works with projects and organisation on cultural programmes, working with senior leadership on objective and purpose planning and using investigative methods to get to the heart of the issues, identify barriers, and recommendations for improvement, utilising bespoke team and individual communications, coaching and mentoring through developed listening and learning techniques.
Key Deliverables
• Embedding a learning culture: we work within project organisations to connect people and knowledge across the project eco-system through targeted and inclusive communication and engagement enabling a culture of continuous learning.
• Embedding a listening culture: we work within project organisations to support individuals, teams and leadership through mentoring and ‘project therapy’. We measure organisational culture and co-create with leadership teams methods to embed an inclusive listening culture.
The Science
Co.Cre8 supports senior leadership in coaching and mentoring utilising highly experienced personnel to support and advise leaders at all levels to better understand, manage and direct teams through all delivery stages.
METHOD
BEHAVIOURS
Co.Cre8 works with projects and organisation on cultural programmes, working with senior leadership on objective and purpose planning and using investigative methods to get to the heart of the issues, identify barriers, and recommendations for improvement, utilising communications, coaching and mentoring, and network support.
Co.Cre8 supports senior leadership in coaching and mentoring utilising highly experienced personnel to support and advise leaders at all levels to better understand, manage and direct teams through all delivery stages.
NETWORKS
At the heart of cultural issues is often a breakdown in the networks and ways of working. Co.Cre8 supports the behavioural change by developing the relationships, routines and environment to provide the framework within which the teams and the organisation can flourish.
KNOWLEDGE
Enabling an organisation to continuously improve is a key part of a successful cultural improvement programme. Providing a clear framework to enable individuals and teams to implement lessons learned and knowledge sharing supports pride and project health.
CASE STUDY
Transport for London
Role
Jo Lucas, Co.Cre8 director, negotiated the legal framework and Functional Requirements between TfL and HS2 and underpinned these with bridging processes known as ‘The Blue Book’. Co.Cre8 Ltd provided consultancy to TfL through The Nichols Group framework contract. She has successfully reset the relationship between TfL and HS2 and created the framework to mitigate the known risk of working with complex third parties.
Lead Approach
CASE STUDY
HS2
Role
Jo Lucas joined Phase 2a of HS2 Ltd, as an independent consultant just after the Route Announcement (SOBC). She led the technical interface to develop the Hybrid Bill ready for deposit (OBC) until handing over to the bill team, mitigating a 17 week delay in the process delivering the Bill to the ambitious original deposit date.
Lead Approach
