As organisations transition back into the physical workplace, many are taking the opportunity to reconnect their teams and reset their team culture.
For the leadership team at Morton, a geographically diverse business, this was particularly true. With 85 distributed staff, the leadership team knew that the success of the business revolved around the individual teams working effectively. Collaborizza was used for this purpose and resulted in excellent conversations and the teams physically reconnecting.
It also highlighted that the existing values needed to evolve to be more relevant to the post-Covid workplace.
The Collaborizza process provided the input for refreshing the cultural values as it is a natural bottom-up process. The leadership team understood that a high performing culture needed to be built from the ground up. So the extension of Collaborizza to a cultural adjustment process was a natural next step.
Covid future. Time and budget were tight.
Was to engage all staff in a physical environment to engage as teams and co-design new team values that reflect the reality of a post-Covid world. And everyone is busy.
Was to reconnect teams and transition the workplace culture across the organisation, keeping the best of the current culture and unmasking new values for a high-performing culture, with people and well-being at the centre. And keep their existing staff.
With 85 staff spread across 7 locations, a tight budget and numerous lockdowns, everyone was busy with their day to day work. But they knew it was important and had to find the time.
First, the leadership selected an executive coach (Allan Ryan) to guide the process. Next, they chose Collaborizza as the engagement tool for all teams.
Initially, Allan facilitated several larger workshops. Then he trained internal staff to deliver the smaller workshops. Following the delivery of all ten Collaborizza workshops, the internal HR team collated data and outcomes.
This information became the basis for consultation with staff about refreshing the organisational values by invigorating the team, enhancing collaboration, and propelling them forward post-Covid.
Finally, a small internal project team created a new values document including all staff engagement, commitment, and input. Moreover, as staff had already been engaged in the entire journey, an implementation or change program was deemed unnecessary.