Abstract
This process occurred over 12 months and resulted in a strategy that will create between $75M - $100M revenue to the organisation’s bottom line.
It required the whole leadership team of 40 people to understand how their parts of the process were interconnected with each other and their external environments to create their Breakthrough.
It also required of them to realise that what they were doing had ethical implications for themselves and the business, was unsupportable and also unsustainable.It is the first step in a fundamental repositioning of the business, allowing it to continue to operate aligned to the emerging needs for sustainable industry in terms of materials used, technologies employed, environmental footprint and community impact.
- Leadership team recombined in non-functional groups to explore what they should be doing differently. Given new awareness of how they are interacting with each other that is getting in the way of operational excellence.
- Through a whole-system approach, ‘the problem’ is uncovered. Individuals are challenged and supported to think at
more complex levels and to interact in a more effective way when dealing with this complex issue. - The ‘impossible’ challenge is set down. The business is restructured to support this work. People are supported to
realise how their siloed operating stops themselves and each other from undertaking ‘the impossible’ challenge. - The ‘impossible’ has become the ‘imperative’. Interactions within and outside the production system are being discovered, problems solved and issues resolved. People align behind the ethical stance of what now ‘must be done’.
