Success Stories
A selection of projects demonstrating the breadth of our recently completed work.
Technology Company: C-Suite Review
We were invited by the Board of a growing start-up to review their two key executives - the Chief Executive who was a member of the board and the Research Director who was not.
Challenges
How well were these two individuals performing? Were they achieving as well as required by the board. What development, if any was needed to improve their performances?
Project Summary
We designed a semi-structured interview intended for each board member, along with a questionnaire to be completed by each member of the team. These were then analysed and an in-depth report with a complete 360° review, was written and presented to the Board.
Findings
In compiling this report, in addition to the reviews of both key executives, the report identified some training needs and recommendations for the Research Director to achieve board status, which was the board’s plan, the client also received information about the well-being of the team, the culture and values of the organisation and identified some skills gaps for their next recruitment round.
A year-long coaching programme for the Research Director was agreed and carried out by Purple Light Consulting, at the end of which the individual was promoted to a board position as Chief Technology Officer.
Private Equity Firm: To Invest or Not to Invest
We were invited to lead a HR Due Diligence process for a PE organisation to assess the leadership team, report on the observed culture and values of the organisation and identify any risks or concerns to inform their decision to invest in an organisation or not.
Project Summary
In-depth interviewing of the leadership team and a significant number of employees in all of the locations were carried out. The interviews uncovered aspects of the organisation from an HR perspective, which previously not come to light and this information formed part of the decision-making process of the investment company.
“Debra’s insight into the company’s management team and organisational culture was an invaluable part of our investment due-diligence process…Debra worked thoroughly but empathetically with the target’s management team which all parties appreciated, answering both questions we’d specifically raised as well as providing further insight into areas we had not previously identified as valid subjects of interest” Acquisition Lead, PE Organisation
Innovative Technology Start-up: Culture Audit
Challenges
Why was this innovative and ambitious start-up not performing as expected? What was going on in the culture for this company to feel fractured?
We were invited by the non-executive board members to assess the leadership team and audit the culture of the organisation to identify performance, behaviour and cultural issues that were impeding the progress of this start-up.
The desired culture in this organisation had been defined and some work had been done to identify their values, so part of this process was to uncover whether the actual culture was the planned one and whether the team knew, understood and believed in the values.
Project Summary
We designed two semi-structured interviews, one for the leadership team the other for the team. As this is a small business, we decided that we should speak to everyone in the business.
Findings
It became clear from the interviews that the desired culture had not been achieved and the one that existed was hampering the progress of the company in several ways. There was a low level of employee satisfaction, although the team members liked, respected and supported each other, the team did not feel they were supported by the leadership team. It was apparent from interviews with both the directors and the team that none of the Directors were performing as well as expected and two were exhibiting negative behaviours and not communicating effectively with each other, to the detriment of the organisation. In addition, the excessive working hours of the team demanded by the Directors, over many months was leading to high levels of stress and a desire to leave the organisation.
Recommendations
As a result, there was a reorganization, with one founder leaving the organisation and the CEO being moved to a different role which utilised his skills. With the support of the Executive Chair and some coaching, this individual significantly improved their performance.
A culture and values exercise were recommended with the Directors and the team participating. A behaviour framework to assist was also developed. Culture, values and behaviours were integrated into the recruitment process as well as the review process.
Membership Association: Is the Head Office Working?
A membership association needed a Head Office review
Challenges
How well was the Head Office working, with the National Executive, the membership and as an administrative function?
This organisation had a Head Office with a small headcount which supported a large membership and National Executive. The Chair and CEO asked us to review the effectiveness of their Head Office.
Project Summary
The brief was to assess the responsibilities of each of the roles, ensuring the Head Office was adequately resources to support the organisation and to understand the culture and its impact of the well-being and effectiveness of the employees. Additionally, a salary survey was required to ensure that the team were being adequately remunerated.
Each employee and the CEO were interviewed to understand their roles, what was working and what was not. During these interviews we sought to understand, workloads, the levels of employee satisfaction and well-being.
Findings
The interviews uncovered several cultural issues, a significant risk to employee well-being, with some members of the team having low levels of overall satisfaction, frustration with their roles, their salaries and workload. The Head Office was under-resourced and this had resulted in certain individuals taking on additional work and others focussing on urgent work outside their remit, leading to their having insufficient time to complete their own work. As a result, we redesigned certain existing roles, changed reporting lines, designed a role profile for a new hire, identified employees at risk of leaving the organisation and uncovered a situation potentially injurious to their well-being. We made recommendations to put in place a training strategy to address the risk to well-being. The Salary Survey demonstrated that the remuneration of most of the team was fair, but some addition compensation was needed to bring others in line with local salaries. Recommendations were presented to the National Executive.
“Your comprehensive report…has raised many issues, some of which I was already aware but others which you have identified…I am completely satisfied that it was the right decision to use an external, independent body, when I persuaded the organisation of the necessity to do this work” Chair, Members Association
Global Media Company: Diversity, Equity & Inclusion
Challenges
How did employees understand and experience DE&I around their global organisation? What is the latest thinking in best practice. How do we integrate best practice into our global organisation?
Project Summary
A DE&I global working group was set up. We designed and led a series of interviews with individuals around their global network to understand their experiences of DE&I, their needs, specific cultural differences that needed to be incorporated into the global vision and we also identify any failings and fed this back to the working group. From this we designed a workshop. We led the workshop with participants from all the regional offices at different levels of the organisation.
Findings
The experience and knowledge gained was incorporated into a road map. We presented a full report with recommendations to the working group.
“Purple Light worked with Wavemaker to develop a Global Diversity and Inclusion Framework. Debra skilfully brought together and got under the skin of a globally diverse group of employees representing all levels of the organisation. Debra’s agile approach meant she was able to adapt to the changing situation and challenging events of 2020”. Director, Global Media Group
