Case History

Lloyds TSB

Client situation
The Director of Group Operations was charged with reducing costs by 30% in 24 months by undertaking a major reorganisation of branches and support operations, involving over 8000 people and 67 locations, to be reduced to 13. While the Ops Director felt capable of making the process and site location changes, he feared the existing low morale would lead to an exodus of the best people.

Client problem
To deliver a major change initiative to time and target, whilst at the same time retaining and developing the human capital.

What we did
Supported the project stakeholders to:

• Identify what it would take from each of them to be able to husband and develop the people resources as well as deliver the required organisational change
• Develop a positive rationale for change, well beyond mere cost control, and enrol the organisation
• Make their collective and individual development changes against a clear development plan
• Make relevant, effective, tactical decisions during the process of change to deliver maximum success
• Celebrate early wins to further encourage change

Results
The project completed 3 months early, with no serious staff issues, and exceeded targets by 7%.

"I felt confident that my team and I could deliver the required organisational changes, however, I had real doubts about our capability in the people area.

Inspiring Change made the whole subject of people change easy and practical.

Not only did my team and I deliver successful project objectives, we were left with capable, motivated staff, who had an increased appetite for change."