Customer
A global project delivery company with operations and teams scattered across 20 plus countries.
Challenge
The mandate for the new CIO coming on board was to rapidly improve the performance of his newly inherited team. The CIO had very little observational history of his new team, had not formed trusted connections within the company yet, and did not want to rely on anecdotal evidence to make important team adjustments.
Outcome
CXO Science conducted a 360-degree Team Review. Each of the team members comprising the primary IT groups (Applications, Infrastructure, Client Services, etc.) were asked to evaluate themselves and their peers within the group on a number of attributes. Individual scores were compared to group averages and the results were assessed against other dimensions such as tenure and job level. A presentation on the outcome was presented to the Executive management team.
Based on the 360-Team Review:
- Several high performers were identified by their peers, some of which were clearly operating above their current role and level in the organization. A couple of these were selected for leadership positions in the new organizational design which was rolled out quickly.
- A couple of extreme low performers who scored poorly on many attributes were also identified by their peers. These individuals were immediately removed from the organization with a resultant improvement in morale from the rest of the remaining team.
- Scoring for each individual on various attributes (Teamwork, Technical Skills, Project Execution, etc.) was used to shape future roles in the new organization and in career development plans to augment attributes that were weaker in individuals.
- In a follow-up, it was reported that the performance, culture, and morale of the IT organization improved significantly with the new organization. Collaboration was enhanced and individuals felt they were rewarded for their skills and contributing to a great team outcome.
- The CFO became interested in reshaping the accounting department using similar techniques. A subsequent accounting 360-degree review of that business function was performed with similar positive outcomes.