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SITUATION & CHALLENGE

• A multi-business European conglomerate was transforming as new entrants threatened existing business lines. However, the Company was struggling to drive accountability and engagement in the face of substantial restructuring. 

• Recent experiments with egalitarian bonus structures had distorted the link between performance and rewards, and the connection between individual goals and the Company's fundamental objectives had become unclear.  

• Management recognised it needed to engage the entire workforce to enable new organisational forms as the Company itself evolved. It invited Morg&Co to advise a central team as it developed a high-performance culture. 

SCOPE OF WORK

• Morg&Co supported the Human Resources community to collaborate across the whole Company to develop a performance system that supported accelerated transformation. 

• Our consultants reviewed the stated philosophy, tracked whether goals were set and evaluated the 'what and how' of Company expectations. 

• Management had not been trained in performance coaching for a decade. Internal goal-setting systems existed but were infrequently used. Our consultants co-developed a framework to help managers set clear priorities and standardise rhythms of powerful coaching conversations. 

• In partnership with the compensation team, Morg&Co developed a differentiated rewards system that provided outsize rewards and upside to the highest performers, while actively helping lower performers to improve their contribution. 

IMPACT & OUTCOME

• Following a CEO-led, consumer-grade internal launch the Company experienced a dramatic increase in overall energy. Connecting group goals to individual objectives drove substantial increases in individual meaning, purpose and productivity. 

• Management’s expectations of itself expanded to include attentive coaching and performance management. Workforce collaboration increased around overall shared goals. 

• Engagement jumped by double digits, and commitment to the Company mission was stronger.

• Top management noted that responsiveness across the Company had increased and felt more confident in their ability to drive change.