Aligning and Developing the Leadership of a Rapidly-Scaling Organisation.
Over a two-year period, we partnered with the CEO, Chief People Officer, Senior Leadership Team and the People function - to align and develop the organisational culture, through its Leadership population.
Client Experience
“Working with The Game Plan over the past two years has had a profound impact on both my thinking and leadership.”
— Vice President“A direct impact on the business, is the collaborative mindset. People are more open, in particular to feedback.
— Sales Director“As a consequence, we have greater connectivity amongst peers, which has helped foster true growth and improvement across the business.”
— Supply Chain & Logistics Director
The Context & Challenge
Where was the business at?
Refeyn is a fast-scaling life sciences organisation operating in a high-growth, technically complex environment, expanding internationally while building its leadership and organisational infrastructure. Rapid growth created increasing pressure on leadership alignment, organisational clarity and consistency of culture across teams and geographies.
What wasn't working?
As the organisation scaled, three issues became critical:
Leadership capability was not scaling at the same pace as commercial growth
Organisational alignment across senior leaders required strengthening
Culture and ways of working needed to evolve to support scale without losing clarity or performance
The executive team needed to ensure that growth did not dilute effectiveness or decision-making quality.
What was at stake?
To become a sustainable organisation whilst fulfilling shareholder expectations and navigate a complex and challenging global market.
The Diagnosis
How did we establish the real issue?
We developed a diagnosis through interactions with Senior Leadership, People & Culture, and selections of representative groups. This data enabled us to present key insights back to the organisation.
How did we co-create the solution?
We partnered with the organisation to explore the different channels to impact and influence the business. Clear contracting enabled The Game Plan to have essential dialogue across the business, in a confidential process, that allowed the key focus areas to emerge. Concurrently, we established a partnership approach with a steering group, that commenced a co-creative process across all interventions.
What insights shaped the project?
Different perspectives and experiences emerged across the Leadership population, which led to identifying where mis-alignment was occuring. Critical leadership behaviours and areas of organisational clarity were identified which influenced the interventions.
The Partnership
Who was involved?
We partnered with Refeyn’s CEO, Senior Leadership Team, Chief People Officer and Senior HR and Talent Manager.
Key Interventions
We co-created and delivered the following:
Re-designing Refeyn’s Vision, Mission, and Values (Refeyn: About Us)
Leadership Academy for ‘top’ 50+ Leaders across the global business, including a bespoke 360-feedback profile
Senior Leadership Team effectiveness and cohesion
Executive Coaching for SLT members
Team and Department development initiatives
Co-created and delivered a Coach programme for internal capability
Designed and facilitated powerful three-way performance feedback conversations with Academy participants and Senior Leaders
What made this different?
The work was delivered as an embedded partnership, aligned closely with live organisational priorities rather than standalone programmes. This enabled the supports to interact and stay relevant. For example - direct feedback from the Leadership Academy influenced the re-design of Refeyn’s Vision, Mission, and Values.
Data That Tells a Story
As a result of the work, we were able to identify and measure impact across the four agreed development areas for the Leadership population. Each of these contributed to more effective leadership and a more collaborative environment.
% Growth
The Impact
What other outcomes were achieved?
Co-created and focused the organisation around a new, clear, Vision and Values
Strengthened alignment across senior leadership team
Increased leadership capability at critical levels of the organisation
Ongoing partnership supporting leadership and cultural development through scale, teams and coaching