Over three years we have worked with Perenco UK leaders and managers from offshore operations, onshore functional teams and the senior management team.
As with all change programmes, we needed an approach that would:
- Raise awareness and energise a base of stakeholders, from the top team to the offshore operations
- Develop individual and organisational capabilities in leading teams, tasks and individuals
- Deliver sustainable change in organisational culture and business performance
Programme Set Up
In the first phase we engaged with the senior management team of the UK operation, establishing their perception of the current performance of the leaders, key issues, and how they would envisage future ‘excellent’ performance to be. We also spent time offshore on gas compression platforms to get a clear understanding of the operational constraints and the leadership challenges that the environment provides.
After this initial diagnostic, an outline programme was developed, presented to the senior managers and UK Head of Operations, and fine-tuned to meet the exact needs of the business at that time.
The programme ran with six week intervals between three core modules. These intervals allowed leaders to apply their learning in the workplace, carry out diagnostics on current activity on their teams, and participate in peer learning and reviews. The programme modules covered topic s of Leading and Managing Task Achievement, Leading and Developing Teams, Leading and Developing Individuals.
Actions in the workplace focused on improving task planning and management, development of operational teams and coaching key individuals to improve performance.
Key topics included:
- Goal, Objective Setting and Planning Framework
- Task Achievement Toolkit
- Team Meeting Framework
- Team Dynamics Toolkit
- Key Learner Framework
At key stages of the programme, we used diagnostic tools to identify culture and performance improvement. This programme has now been delivered to three groups, with measures taken at key stages to track business benefits and organisational culture shift. In addition, coaching support has been given to key resources to overcome particular operational challenges.
Our consultants also worked closely with the senior management team to oversee the programme and to ensure transfer of learning to the workplace.
Aspects of the programme and ways of working developed by teams were shared with the global operations, and the country operational heads. This sharing of best practice was a significant recognition of the integration of the UK operations into Perenco’s global business environment and operating culture.