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Team Resilience Pioneer Case Study 2012
A mid sized, global investment bank, they found themselves in the midst of the financial crisis in 2008 and an internal crisis of confidence. After a decision to keep Pioneer within the Unicredit family following a 2 year investigation into its long term viability of remaining within the group, they were settling into the re-creation of a viable strategy for growth. But they had suffered from a continual crisis state, and were fatigued.
They came into the Team Resilience Programme to investigate how to reconnect with their resilience, in order to go for growth. Click here for a full case study.
What we did:
The Team Resilience Research programme’s enquiry process was adopted. This involved the team contracting around the work, 2 individual sessions for each individual to reflect on their own resilience plus that of the team’s, 14 stakeholders’ input, and two full team sense-making sessions.
Pioneer is experiencing already the following impact:
- Commitment from each member to improve and sustain their own resilience
- Commitment from team to support the boss in new ways of working that involve a higher degree of autonomy
- An increased collective leadership and strategic capability through debate – leading to higher leverage of all the team’s assets, and a first step towards a collective learning capability
- The creation of a ‘ team glue’ around expertise in managing assets
- Commitment to stakeholders to simplify
- Awareness of the need for groundedness in the marketplace for the sake of the organisation’s resilience
Matteo Germano, boss of the team says:
'I had been looking for a distinctive and relevant development intervention for my senior team, who had undertaken several senior level development courses previously. When I explored the concept of the 'Resilience Engine' and the various leverage factors, I immediately knew that this had the capacity to take both myself and my team to a different level of performance.
The various interventions with the team were insightful,practical and are continuing to build capacity within the team to deal with ongoing challenges as our business moves forward. It has also given the team both a language and a series of concepts with which to share our experiences and build further understanding of our priorities and how resilience within our team increases performance and enhances cohesiveness'
Orla Scott, the HR sponsor who has been a co-researcher in the programme says:
‘ This project has come at exactly the right time for the Multi Asset Team. It has allowed them the opportunity to put
in place practical mechanisms to build their resilience capacity, but also to reflect on their shared learning and strengthen their personal ability to cope with ongoing strategic changes in an insightful and resourceful way. I would hope that the changes in this team's development will not only increase their team and personal resilience but also provide a springboard to implement the processes in the rest of the business, thereby increasing business performance and strengthen engagement levels’.