Global insurance company: From crisis to one enterprise team

1 min read

Leadership Alignment

The technology and operations division of a global insurance company came out of the pandemic in crisis, its senior team fractured by low trust and infighting. We worked alongside the team to rebuild it into one aligned group making consistent enterprise-level decisions, and to reposition it as a driver of the wider organisation’s agenda.

Outcome 1: A fractured senior team rebuilt into one aligned, high-functioning enterprise team
Outcome 2: Trust, belief and belonging restored across the whole leadership group
Outcome 3: A shift from siloed, functional decisions to consistent enterprise-level ones

The challenge

The technology and operations division of a major global insurance company came out of the pandemic in crisis. Trust within the senior leadership team had broken down, undermining between colleagues was visible, and the division was widely seen as disconnected from the rest of the business. Individual leaders were running their own functions; no one was leading the division as a whole.

Left as it was, the division would keep working as a set of competing functions. Decisions would stay slow, misaligned and inconsistent, holding back its ability to deliver the enterprise agenda and rebuild its standing across the business.

The approach

We worked directly alongside the senior leadership team to surface and tackle the breakdowns in trust and the behaviours driving the fragmentation. Rather than diagnose from the outside, we created a space in which the team itself named what was broken and designed the way forward. Together, leaders rebuilt the accountability needed to make consistent enterprise-level decisions and committed publicly to a new standard of working across functions.

The impact

The senior team went from a fragmented group to an aligned, high-functioning one. Trust, belief and belonging were rebuilt across the whole leadership group, decision-making shifted from siloed and functional to consistent and enterprise-wide, and the division moved from being seen as disconnected to being an active driver of the organisation’s agenda.