Spinnaker recently turned the tables and led our own internal change management project, unleashing a series of positive changes to position Spinnaker for continued growth. Rather than our usual focus on client work, we shifted gears and leveraged our team’s deep experience and knowledge to prepare Spinnaker to operate successfully at the next level. Here’s a peek behind the curtain at our own change management experience and the 8 change management lessons we have to share:
We identified “paving the way for Spinnaker’s continued growth” as a key component of our strategic imperatives for FY2019. We were still organized like a start-up, and were not fully leveraging the broad knowledge base of dozens of experienced professionals to help us with our own process and infrastructure development. In order to grow substantially beyond our existing team of 35 people, we needed to make some meaningful changes to how Spinnaker operated. Once tactics were identified, we knew effective change management would be critical to successful execution and adoption, as it is with all change that impacts employees and processes.
Agreeing On Priorities: We set our 2019 organizational imperatives in the fourth quarter of 2018.
Defining Objectives: We spent January and February aligning on what we intended to achieve as an outcome of the effort, documenting our conditions of satisfaction, and developing a thoughtful change plan.
Implementation: We implemented the plan over the next 5 months. Throughout the effort, our Senior Leadership Team was intentional in seeking input and ideas from the entire organization about how Spinnaker could continue to advance its growth initiatives. We knew we would need expert leadership and guidance in the areas we identified for change, including hiring, compensation, and Spinnaker’s leadership structure. Therefore, we engaged a Human Resources consultant to bring in her extensive knowledge of HR-related considerations and also provide dedicated focus on several of our efforts.
As we wrap up our first major organizational project, we are confident we have achieved cultural change, reinforcing Spinnaker’s growth mindset and bringing our collaborative environment into sharper focus. For us, it wasn’t about overhauling our culture, but rather building on its strengths and transitioning it to the next phase.
The changes we identified impacted almost everything we do as an organization, from people and process to systems and strategy. More specifically, we expanded Spinnaker’s leadership group, developed a framework to identify the right people to join our team of experts, and enabled a clear sense of ownership by every Spinnaker team member about our collective goals and their role in contributing to them.
We’re excited to say Spinnaker is well-positioned for our next phase of growth! We have an engaged team, all working as one, as we begin this important stage in our journey. Looking back, we are absolutely convinced the significant investment of our leadership team’s energy, knowledge, and resources toward being deliberate about Spinnaker’s growth has paid off, and it will continue to pay dividends into the future. We took a thorough and thoughtful approach, emphasized communication and collaboration, and achieved what we set out to accomplish — creating a culture, a company, and a team prepared for and focused on the future.
At Spinnaker, we’re not just about short-term wins, we’re about driving sustainable results for lasting impact. We can help your team and your company get to the next level. To learn more about how our Spinnaker team of experts can help you discover what’s next and continue to advance your business, contact us today.
Meet a valued member of our Spinnaker team of experts: Consultant Todd Stavac. Spinnaker’s Operations A-Lister, Todd boasts more than 20 years of proven ops experience for a Fortune 100 financial services company, which has landed him on the go-to list of power players in the area of operations expertise.
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