Following his arrival, Warren Knowlton, the new CEO of this global engineering group instigated a major restructuring of the business. This was a company in crisis and the overarching goal was to turn the company around. Scarlett Associates was asked to support the company through the change programme.
We worked with the new CEO to create a change management strategy and plan that would involve key people in leading the change programme. We designed and facilitated a series of workshops where the CEO could set out his vision and strategy and could work with the leaders to focus on how to engage people in the changes.
In addition, we worked with managers across the organisation to equip them to lead their teams through the change and to help create understanding of the structural and cultural shifts required.
We also created a simple tracking tool to measure employee opinions.
| Year 1 | Year 2 | Year 3 | Year 4 | |
|---|---|---|---|---|
| I know the overall direction that the company is taking | 28% agree |
39% | 49% | 61% |
| I understand how my job contributes to company goals | 68% | 77% | 81% | 82% |
| Overall, communication to employees is good | 37% | <48% | <55% | <58% |
As Morgan Crucible's share price rose 8-fold following the change programme, Warren Knowlton was hailed by the Financial Times as the ‘turnaround king'.
"The task was very daunting. The company was in crisis as the global manufacturing downturn hit us hard, our financial results suffered and our employees in over 40 countries felt uninformed and disenfranchised. Scarlett & Grey helped us form a quick and effective internal communication strategy using senior managers to add credibility to the campaign and to persuade employees at all levels in the company that honest, two-way communication in the new Morgan was non-negotiable. The research results speakfor themselves."
Victoria Gould, Director of Group Communications