Epta

We were asked to lead an end to end cultural insight, design and implementation project, which included:

• Assessing the current culture, including identifying blockers and enablers to future performance;
• Designing the future Epta UK culture, with supporting visual imagery;
• Development of expected behaviours and ways of based on the newly defined culture;
• Creating and implementing a communications and engagement plan to support embedding culture;
• Developing and implementing the roadmap for embedding the new culture throughout the organisation;
• Improving the capabilities of the SMT with leadership development training.

We used our core structured methodology, underpinned with a developmental approach for the SMT, upskilling them as an integral part of the project.

Insight

We completed a Culture Audit with our Culture Consultancy Organisation Culture Assessment™, which included a combination of surveys, focus groups and structured interviews. We also conducted additional insight gathering around the cultural dynamics between Epta UK and the parent company, Epta Group.

Deep analysis of the insights and performance data enabled us to identify the performance inhibitors and enablers in the existing culture. This stage concluded with an SMT workshop where we validated the conclusions, agreed on the case for change and gained full buy-in to the potential cultural change journey which would follow.

Design & Engage

Working with the SMT, we designed a future-fit culture which we articulated in the form of an Epta UK Way; one that provided clarity on the desired ways of working for all staff in the UK, whilst also aligning with the spirit and intent of the Epta Group Values, Code of Practice and Guiding Principles. As well as crafting the description of the new culture we also created visual designs to further embed the new Epta UK Way within their communications.

A behaviour competency framework was developed creating a direct alignment between the Epta UK Way and expected behaviours; providing clarity to everyone. We adopted a facilitative approach to the development of the framework by forming a working group (made up of representatives from across the whole organisation) to shape the detail. This ensured engagement with, and ownership of, the resulting outputs which would play a key role in the success of their implementation.

No matter how well-designed, culture change will only become embedded across the organisation once every individual has engaged with the change journey. Building in an organisation-wide conversation is therefore pivotal to success. Using our 4Es Human Change Principles we developed a twelve-month plan for communicating culture change and supported the SMT in the development and delivery of a launch roadshow to all staff around the UK.

Embed

A launch roadshow and supporting communications alone was not going to bring about the culture change; it also required a well-considered culture transformation roadmap, one which would prioritise gaining early traction in achieving visible impact for the staff, as well as the business. Working with the SMT, we therefore developed an implementation roadmap for embedding the new culture into work practices across the UK organisation; wherever possible leveraging other strategic initiatives to help bring about the cultural shift.

The launch roadshow events engaged people in such a way that many people have volunteered to lead or be part of key change initiatives to improve ways of working in line with the new Epta UK Way, honing effectiveness and efficiencies as a consequence.

Results

The process of embedding the Epta UK Way is ongoing so the full benefits are yet to be experienced. However, there are several benefits already being seen by the company including:

• A clear focus on how the SMT works together and what it needs to do. This has reduced firefighting and led to some early improvements in efficiency.
• Motivation across the company has improved – “The SMT see how much passion there is on the shop floor that they have never seen before”.
• A staff-driven programme is underway focusing upon reducing waste, ultimately aiming to improve margin and competitiveness without needing to increase customer pricing.
• Expected behaviours have been hardwired into the business through a robust appraisals process, enabling better quality conversations.
• The SMT meetings have improved quite dramatically, being much more focused on strategic priorities for the business.