One of the ways we engage with clients is outlined here, this outlines how we start with the leadership team and then move towards desired culture

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Outline Discussion for The Workshops
Leadership and Culture Journey
“A renewed culture of ownership, purpose and
entrepreneurship in everything we do”

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Why The CWC Team
• Experienced
 Worked together with clients for 6+ years
 Global experience in Retail Businesses and Online
 Experienced CEO and CPO with proven change record
 Worked together successfully delivering change for multiple clients
 Qualified in a range of applicable tools
 Change models e.g. ADKAR, Kotter, SAFE, LEAN, Agile, Fluid Enterprise
 Our approach is to find an appropriate model for the client

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Why you should have this team
“I have worked with this team on a number of occasions since 2012, in Casino and
Betting, and Consumer Global Finance. They have helped us secure focus on values
and behaviours during times of significant change by supporting the cultural
evolution I needed through continuous learning. Their approaches and
understanding of team and purpose driven success, agile working, robust
prioritisation, team dynamics and metrics focus, created a successful change
programme and environment of continuous learning. I would be happy to use them
again in the future.”
Andy Lee, MD at WilliamHill Online and President of WorldRemit
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Summary: Trust - Collaboration - Prioritisation
• Improve collaboration and communication between Board, SLT, all
• Develop a culture of continuous improvement through learning, “not
head on the block"
• Team based Agile working to enable inspect, adopt and adapt
• Lencioni and Pink principles combined with GCIndex to drive self and
team member awareness
• Highly visible prioritisation approaches, “feet to the fire”
• Try something new, expand what is working, abandon what isn’t
• Establish more meaningful metrics to underscore success and
behaviour change
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Section 1: Minimum Viable Change
Why and what of the change process, the aims and objects for xxxxx
Figure 1: Sustainable
Evolutionary Change
Figure 2: Unsustainable
Overwhelming Change
Figure 3: Change not adopted
by all, only local effect

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Aim of Change
“Renewed culture of ownership, purpose and entrepreneurship in everything we do”
• Trust: Purpose
• Collaboration: Ownership and
Accountability
• Prioritisation: Entrepreneurship
 Where is the purpose?
 What are the strategies that will fulfil our purpose – how are we
measuring tactical success “feet to the fire, not head on the block”,
providing a “psychologically safe” environment
 Set growth targets – measure and report, display and engage
 Rigorous prioritization and focus
 Set performance goals – understand team responsibility and
commitment
 What got you here won’t get you there - challenge ourselves to
evolve
 Responsiveness - Current performance / approaches need to be
done quicker
 To Enact change you must measure = add / continue / stop /
accelerate

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What is the challenge of Change?
• 70% of change fails
• Purpose / Mastery / Autonomy
 “People don’t resist change, they resist being changed” – needs to be
inclusive and constantly evolving and the how needs devolving
 Values and behaviours – it’s all about the people, first / middle / last
 Old habits – the leadership team must step up the the challenge
 Goals / measurement
 Servant Leadership and Direction over Management Obedience and
Telling
 Tell a story, rinse and repeat - communicate and believe in the purpose
 Measurement that reflects what you want that person / team to
contribute – foster, build, support and praise mastery
 Get out of the way – you need to allow the expert you hired to define the
how – support and delegate responsibility – ensuring the right
responsibilities at the right time and the right level

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“How” is the challenge of Change?
• Board and Executive set the “why” – purpose to strategies
• Executive agree with the Board “what” will be measured for accountability to
confirm that strategy is working – they measure and report to the Board
• People doing the work establish the “how”
 “People don’t resist change, they resist being changed” – worth repeating
 The experts need to evaluate, describe, evolve and change how they do
things – not their management
 This is the centre of entrepreneurship
 Prioritisation / Focus is the role of leadership

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Approaches and methods
• This framework approach is scalable from the Exec Board through to the smallest
company team
• Values and behaviours in producing cultural evolution
• Agile - prioritisation, continuous learning, team, commitment and accountability
• High performance in teams – Patrick Lencioni / Dan Pink
• Cultural change is consistent and constant communication, it’s the positive
reinforcement of good over the criticism of the unwanted
• Metrics – if its important its measured, metrics must be believed, if metrics are not seen
then they did not happen
Evolutionary Change over Revolutionary Transformation

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Starting with The End in Mind: Trust - Collaboration - Prioritisation
• A programme that starts with leadership and expands – Minimum Viable Change
• This will focus on the core highlighted, that of the collaborative, productive and
accountable leadership team – learning about yourself and your colleagues – how
you work and why you respond this way.
• The aim for October 2020, a leadership team that –
 openly challenges itself e.g. through Lencioni’s model, GCIndex
 confident to be vulnerable and safe in the hands of colleagues (humble inquiry)
 responsive and responsible to agreed metrics
 has gone through the “4 challenges” – what should we try that’s new, what
should we stop doing, what should we do more of and what are we doing about
right - prioritisation

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How we achieve change
• Culture – building from values and those themes
 Values and behaviours over procedures and rules
 Leadership over Management
 Rewarding risk taking over steady as she goes
 Sustainable change wave over shallow or tsunami wave
 Team focussed moving towards self-governance over centrally controlled silos
 Incremental iterative steps informing product delivery over large upfront
planning that is out of date before delivery has begun
 Simplicity - Maximising work not done
Communication, Simplicity, Feedback, Courage, Respect

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Agile Culture – high performing teams
• Establishes team at the heart of what we do
• Rigorous prioritisation
• Has high level light-weight planning
• Has detailed delivery planning immediately prior to the
work
• Success is simple to measure
• Drives ownership – the team succeed
• Speed of adoption modulated to speed of acceptance
• Inspect, Adopt, Adapt (Improve)

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Agile and Lencioni are aligned
Programme of workshops
• Prioritisation
 “Agile Backlog” – this is an ordered list of most important to least important that also
progresses towards greater granularity at the top versus the bottom
 Creating space for performance, deliver when you need it
 What comes first, MoSCoW, Weighted Shortest Job First, Cost of Delay
 What are we not doing – leadership about saying no
 Robust debate on the “backlog” (conflict)
 Iterative delivery (commitment)
 Delivery of working solutions (accountability / results)
 Space allows for entrepreneurial challenge
 Allows the “How” doers to dominate appropriately

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Workshop Summary
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Workshop 1
2 days / off-site
1. GCIndex -how do self and
colleagues act as a team
2. Improving communication
and collaboration –
gamification / practical
3. Agile working; why, what,
how - prioritisation, urgent,
important
4. Measurement, nothing is
measured if it’s not visible
Envisioning 2021
Workshop 2
½ day
Workshop 3
½ day
Workshop 4
1/2 day
• Improving visual display and metrics
• Communication, team and company understanding
• Continuous learning and getting the most from retrospection
• Whole company engagement in change promotion, adoption and
contribution
• Psychological safety, do we achieve it and how do we know
• GCIndex – team roles what have we learnt, what could we still
improve here
• Strengths (Gallup) – why getting people to focus on theirs allows
you to focus on yours and what this brings to team development

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Outline – First 2 day Workshop
Evolution to team centric, communication and collaboration enabled, leadership
driven, continuous learning environment to meet the 10 Goals by March 2020
Event Intent Tools / Actions Outcomes / Measurables
Workshop 1
2 days off-
site
1. Understanding self and
colleagues to get to high
performance
2. How do self and
colleagues act as a teams
from this knowledge
3. Improving
communication and
collaboration
4. Agile working; why, what,
how - prioritisation, how
we should do ours
5. Urgent and Important
6. Measurement, nothing is
measured if it’s not visible
1. GCIndex reports for
individuals and team
2. Gamification for
communication and
collaboration, skills
acquisition e.g. humble
inquiry.
3. How have we looked at top
10, how is this changing us
as a business, team and
individuals
4. Agile working as a tool for
“fast to value” as a team
5. Prioritisation Backlog(s)
and building out from our
Top 10
1. Deeper understanding
of how to collaborate
2. Understanding and
application of no one
size fits all
3. Metrics e.g. Big Visible
Charts of key actions,
Our Key Personas,
Count Down to Big SS/
AW 20 actions
4. Prioritised Backlog(s)
made visible

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After Workshop 1: Consulting
• Ensuring the team holds itself accountable to the changes it said it would adopt
• Communication and collaboration measures that are in place or to be created
and held up to the internal audience as the “feet to the fire”
• How these actions are part of the measurement of progress and change
• Ensure that team members practice psychological safety and humble inquiry
• Is value based prioritisation still being practiced
• Is the entrepreneurial risk taking being recognised and rewarded – super profits
are only achieved if risks are taken - not “head on the block”
• “4 Challenges”:- try something new, drop something that doesn’t work, steady as
she goes with some, accelerate others that are working – not “head on the block”
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Risk Mitigation
• Briefing on the programme from Luke and agreement as to direction and key
outcomes
• Can commence with the Board or SLT
• Feel the process and adopt at your speed
• Demand and prioritise your needs for subsequent workshops based on need at
the time
• Engage the SLT in the ”how” development and seek to expand their contribution
– how to use the SLT (do you need such a large SLT?)
• Use a “Minimum Viable Change” approach to create a sustainable wave
• A Framework that can be used from the Exec Board through the organisation at
every level

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Summary: Trust, Collaboration, Prioritisation
Feet to the Fire – not head on the block
• Purpose - Demonstrable clarity and consistency of communication
• Continuous learning through
• Collaborative working
• Rigorous prioritisation (MoSCoW)
• Inspect – Adopt – Adapt
• Agile ways of working
• Established reliable, people focussed approaches - GCIndex
• Visible, believable, truly measurable metrics used at all times
• 4 Challenges, try something new, drop something that doesn’t work, steady
as she goes with some, accelerate others that are working
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A Culture that is People and Interactions over Processes and Tools