case study - arriva
One of the largest transport services organisations in Europe, Arriva deliver more than 2.2 billion passenger journeys every year. The organisation had been successfully growing over a number of years, through a combination of acquisition and expansion into a number of new European countries, resulting in an organisation spanning 14 countries, with some 55,000 employees.
more likely to recommend MAB as a place to work
improvement to communication (internal NPS)
of employees feel they fully understand the Mission, Vision and DNA
at the Business Culture Leadership Award
This scale of growth, combined with the acquisitions and different country cultures, had resulted in a lack of alignment across the organisation.
Arriva wanted to:
MAB was already driving a tech-led change programme to simplify the customer and adviser journey. But the leadership team knew that without a unifying culture, the transformation risked stalling.
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Culture Consultancy were briefed to help Arriva:
Delivered through our award-winning 3-stage methodology:
Drive insights and understanding of the current culture as well as where and how it was enabling performance and inhibiting results, using the CC Organisational Culture Assessment™. During this stage we used existing insight and data complemented by stakeholder interviews across the organisation and once analysed, completed a series of validation exercises to ensure agreements were reached on the conclusions.
Using insights from the culture audit and working with the Executive team we developed the ‘Arriva Way’; a brand new set of company values which, together with input from the senior leadership population, we launched 3 months later through a company-wide leadership event in Mallorca.
We also created alignment between the new company Values and the expected behaviours of the Leadership population.
Leading an internal team in the design of the roll out of the exciting new ‘Arriva Way’ programme using the Culture Consultancy 6Es Human Change Principles, the internal team then took ownership for the implementation.
The development of the ‘Arriva Way’ enabled great things for the culture with it being embedded across 14 countries and tens of thousands of employees, engaging them all in a clear culture and allowing them to embrace the values of the business. The new culture being developed and launched into the business by internal teams meant that they had the tools they needed to own and evolve their future culture.
The insight the assessment provided is enabling the Executive Team to really articulate the ‘Arriva Way’ so we can suitably embed this throughout the organisation. The assessment also identified changes we could make to help us to effectively and efficiently deliver our strategic plan and develop and enhanced performance culture. The Culture Consultancy team have demonstrated a pragmatic and flexible approach to the delivery of the project, modifying their approach to accommodate our circumstances, whilst maintaining a clear focus on key deliverables and milestones.
Group HR Director, Arriva
Making
Complexity
Simple.
