Transforming a regional airport
This regional airport had recently published its’ master plan, had a change of leadership, and was looking to clarify its vision, and mission, as well as work out how to engage and energise the people in its business.
Through interviews with the exec team, and a review of existing data, strategy and culture, we realised that in order to achieve its ambitions, overcome legacy culture challenges and drive real change in performance we needed a number of changes.
We facilitated an exec workshop, and proposed and agreed an outcome-focused balanced scorecard approach in order to tie together accountability, data and reporting, and change plans.
In a second phase of work we worked with teams from across the airport to define the categories and measures for the balanced scorecard, and started to pull together the activities, both existing and new which would deliver this plan. We also put in place a plan-do-review approach to drive continuous improvement in the organisation.
In addition we had agreed that the current vision and mission were no longer fit for purpose, so we worked with the exec team to develop a purpose, and an approach to embed that purpose within the organisation.
This drove better business transparency, greater ownership and accountability. It provided a compelling purpose for the teams to get behind, and role modelled a new people-focused way of doing business.
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