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performance management |
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coaching & performance development |
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employee motivation & engagement |
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improving sales performance |
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better customer service |
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better workplace safety |
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team building |
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case histories - behavioural change
British Gas: Learning and a new approach to behavioural change
When the UK Gas industry was de-regulated, British Gas was faced with people change issues of unprecedented scale. Relationships within the business, with customers, and with suppliers were typical of a public monopoly.
For a new world of competition for customers, the internally-focused production/supply mindset had to be changed to a customer-focused service world-view.
The issues were so deep-seated and on such a major scale, that there simply weren’t any existing models of how to deal with them. Quo’s Creative Change approach meant starting from scratch and designing a tailor-made programme to achieve highly ambitious goals.
First it identified the behavioural and attitudinal changes required to effect the desired change. Our Behavioural Competency Model broke new ground by working with real-life working teams of staff and executives rather than using the traditional divisions of division, function and organisation. Change goals at an individual level, translated into specific action were rolled out to 400 senior and 150 mid-senior managers, and reinforcement processes out in place to make sure improvement was ongoing.
The programme was an outstanding success and contributed to significant performance gains and a platform for continuous improvement and £65m of cost and efficiency savings over the next three years.
