Keywords: Tesco Bank, IT, promises, mobilisation
Start and Finish Dates: 31rst January 2019 -
Name of Client Referee (Title), Contact Details:
VISION used its change design and mobilisation skills to introduce a mood of ambition across the CIO department, and to anchor that ambition using a series of core practices designed to re-orientate colleagues to a new focus on customer-performer relationships and to deliver against an inter-related network of promises:
VISION mobilised the development of the main promise of the CIO and his department.
VISION used this main promise to mobilise its expansion into a network of promises for each person on the management and extended management team.
VISION mobilised the transformation in the core and extended leadership team focused on embedding the new ways of working with the following leadership activities and characteristics:
Orientation and commitment to supporting the overall CIO promise.
Ability to define a personal promise which incorporated that individual team member’s operational responsibilities.
Making a commitment on their individual promises which demonstrates an ownership and accountability for the specifics of their promise and its associated dependencies.
An ability to become an effective customer in their own right for their own performers in their own part of the network of commitments
VISION mobilised a new team of Tesco Bank mobilisers and supported them in building their own knowledge of CbM conversations, while supporting them in coaching others in those conversations.
VISION introduced important practices on the ground such as daily scrums to deliver a sharp improvement in communication, coordination and collaboration. This quickly led to significantly increased productivity among teams that had previously been struggling.
