REIVERS DEVELOPMENT Because Theory Needs Experience

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Case Studies

Reivers Development are famous for supporting and enabling teams to achieve results and success. From professional sports clubs, SMEs to multi-nationals and covering many industry sectors, Reivers’ innovative and experiential teambuilding programmes can support you to develop your team or teams by combining proven team theory with the experience of taking part in team projects and tasks.

Whether your teams are just being formed or whether they are fully established we can design a programme that will allow you to realise your team development goals.

Have a look at the following case studies of where we can assist you to move your team or teams towards focus, motivation and success.

Case Study : Pharmaceutical Sector

Background & Aims

This major pharmaceutical company employ over 70,000 staff worldwide and over 40,000 throughout Europe. The corporation’s leading product for the past decade was about to come off patent in the next 18 – 24 months and the company recognised the need for a significant increase in performance from the product sales team to maximise profit and cash in the final stages of the drug’s lifecycle. However the sales team were running behind budget and tracking to fall short of their annual target.

In addition the next major product needed to improve its performance to generate sales, profit and cash through the following 2 years. This product had never hit target (10% behind target) and needed to increase sales by 25% for the coming year.

In order to achieve this, the sales teams needed to share best practice and information between colleagues working on the same sales team or the same territory but for a different part of the organisation. Although the need to build teams in the true sense was identified, the desire to share best practice did not exist; historically the behaviours and reward systems encouraged individual performance in favour of team working.

Solution

For each of the two products Reivers ran bespoke courses for each management and sales team. The central theme throughout the programmes was creating ‘Elite Teams’ through inspirational leadership at all levels. The courses were developed from Reivers’ research of how true elite teams function and behave.

Working initially with the 12-strong Management Team and then with over 150 representatives in the Sales Teams, Reivers Development was able to set common standards across many different facets of the organisation. There are now long-term development programmes in place outside the traditional sales and account development training. After the training the two products were ahead of budget.

The Reivers Programme is internally recognised by this client as a major factor in the successful increase in the sales of these two products and has led to other training and development for three other product sales teams.

Case Study : Energy Service Provision

Background & Aims

Our client is a social enterprise managing programmes on behalf of central Government; utilities and social housing providers to deliver energy efficiency and security measures to low-income households. Based in the North East of England the organisation has regional offices throughout the UK. With over 500 personnel the organisation also works with some 300 plus sub-contractors and over 4000 community advisers to deliver Government funded programmes.

When we began, turnover was ca. £200 million and the Board of Directors set the challenge to reach £500 million. Our client required the structure to develop its long-term goals and objectives in order to achieve this target and create a business plan that could be delivered across regions, countries as well as by hundreds of sub-contractors.

Solution

Reivers Development was asked to work with the Board of Directors to develop the company’s mission statement. During this process Reivers were also approached to take up a position with the Board of Directors to manage Human Resources and drive achievement of the company’s mission.

Reivers designed a bespoke programme with the Senior Management Team to develop a strategic framework which would deliver the company’s mission, improve working practices and agree common values and behaviours. In Quarter-4 of the first year Reivers facilitated workshops which identified the company’s key goals, long-tem strategies and objectives necessary to achieve the anticipated growth.

From this framework, individual objectives can be developed in-line with the strategic business plan. This framework is now being rolled out across departments and regional offices with Reivers assisting in driving this process.

As well as participating at Boardroom level, Reivers works with the Human Resources department to identify training needs within the organisation, recommend required training and delivering programmes where appropriate. Alongside this leadership training, Reivers’ range of skills is being utilised to manage profit improvement plans, strategic business reviews, system and procedures reviews and helping to roll out major communications.

Case Study : Legal Services

Background & Aims

With some 2000 staff including 650 lawyers and 200 partners our client has been consistently ranked inside the top 10 law firms for Merger & Acquisitions and corporate finance transactions. There is a clear commitment from the senior partners to develop and retain their best people to deliver solid results for their clients and to serve the communities that surround them.

The company recognised that hiring the best carries with it the risk of ‘poaching’, particularly with an easily transferable skill base and rival firms operating in close proximity, especially in London. The most talented lawyers are constantly being offered opportunities with other firms, often for a higher salary. While a certain degree of flux is expected and even desired for newly qualified lawyers this transient nature of senior managers was making identification and retention of future partners very difficult.

It was recognised that mere salary alone will never secure the best employees and the organisation needed a development programme that was unique within the legal profession. This programme had to develop the managerial and leadership skills of its current group of managers and prepare them as future partners. Allied to this, the course needed to strength the commitment of these lawyers to the firm, reduce the risk of poaching from other law firms and have the key potential succession candidates recognise their value to the firm.

Solution

Reivers Development examined the firm’s structure and the sector within which it operates. We found that lawyers operate functionally according to their specialisation i.e. in a tax department, intellectual property department etc. Although this benefits the firm by allowing individuals to share best practice on an aspect of law it generates its own problems.

When working on major projects or developing a relationship with larger clients teams need to be drawn from different disciplines. Typically these teams do not operate together on a daily basis; they are formed as and when required, usually from different departments and often in different locations.

From this research Reivers Development has devised a 3-year development programme for key managers identified as future partners, and ultimately senior partners. This programme includes:

· Psychometric profiling including 16pf, Belbin & Blanchard

· Leadership training programme over 3-years to include:

· Situational & inspirational leadership (year one)

· Performance management (year two)

· Innovative & creative problem solving across teams (year three)

· Residential programmes to be held annually

Follow up and specific development programmes tailored for individual delegates needs.

As part of the firm’s internal legal training, lawyers are often seconded or promoted to other offices or departments and to ensure this does not hinder each delegate’s development plan, a member of the Reivers team has been allocated as mentor to follow the career of specific lawyers. Not only does this provide continuity of training it promotes improved and effective cross-functional office teams; building the knowledge and contacts these lawyers will need as they progress in their career.