Developing High Trust Cross-Cultural Hybrid Teams
After years of rapid growth, a large division of a global IT company was struggling to maintain sales momentum. Silos had formed across the organization and trust was low between the region and country teams. The new GM made organizational transformation a top priority.
Dr. Hurley assessed and diagnosed team dynamics across the division and then worked with the new GM and his leadership team in putting together a new hybrid workforce plan. The new design addressed the key concerns raised during the assessment by being team-centric and giving country organizations greater autonomy – while being clear on the expectations of behavior change.
- ORGANIZATIONAL DESIGN
- LEADERSHIP DEVELOPMENT
- BEHAVIOR CHANGE
- COMMUNICATIONS PLAN & EXECUTION
The combination of design and behavior change measurably improved trust and teamwork between the region headquarter teams and the country teams. A new CRM and innovative pre-sales and sales skills programs were adopted with minimal resistance and within a few months the alignment of resources delivered improved sales pipeline quality and deal closure.