The challenge
A major global professional services engineering organisation was looking for ways to grow and broaden its revenue base. They recognised that their services ended when they handed over their designs to a competitor to manage the build of that asset. This meant they typically had access to only 5% of CapEx. The organisation questioned ‘Why can’t we continue on and manage the build of the design we created?’
They tested the market and saw there was a gap which would open their access up to 15% of CapEx and allow them to extend their input along the value chain. They approached their competitors to see if they may be interested in partnering and were laughed out of town. ‘Good luck with cracking this market’ their competitors said – ‘we have it covered.’
Their competitors were wrong.
They decided to set up a new business within the organisation which would target sustainable energy projects with broad-based solutions extending from feasibility studies, through to design and onto construction and asset transition or closure. A key difference from their usual business model that required them to work in partnership both internally and externally.
The solution
Martha* was transferred from another part of the organisation to lead this new business, and quickly identified her core leadership team from within the organisation. She resisted hiring a larger team until her team had established the vision, set the culture, and devised the core strategies required for this new business to thrive.
Martha had previously worked with LIW and knew they would be the right partner to help her develop her team to deliver against this challenging agenda. Their experience in leadership development, their partnering approach and their simple, powerful tools made them a great fit for her new team.
Together they implemented the LIW Team Acceleration® process, supporting the team to create their conditions for success from the start, setting clear goals, and client benefits, defining their desired culture and establishing how the new business could work in collaboration with the broader organisation.
The Impact
In two years the staff had grown to 115 and sales had reached $110M.
One project completed through collaboration with another part of the business demonstrated an increase in revenue for that division of 12%. These kinds of results have enabled Martha’s new business to overcome the initial scepticism.
Clients see the value in leveraging the trust-based relationship they have built with Martha’s business through the feasibility and design process to extend the relationship.
They now trust her business to manage the construction project and benefit from the single point of contact for their end-to-end solution.
This new approach is growing revenue for this major global professional services engineering organisation and its partners by enabling them to provide complete solutions to the fast-growing industry of renewable energy.
High Performance Teams
Highly effective, connected teams directly impact the experience of work and are essential to business success.
Executive Leaders
A leaders' ability to take a system wide perspective, building for the long term whilst balancing performance with business transformation is critical at the executive level.
Leaders of Leaders
Making the transition from leader of individual contributors to leader of leaders is a significant step. Prepare your leaders with new perspectives and skills to lead at a function level.
Team Leaders
Every team needs a great leader, with the ability to create an environment that fosters psychological safety, motivation and high performance.