Client
A leading financial services group in Asia-Pacific with a presence in more than 15 markets across the key areas of growth. Routinely given AA-ratings by most credit-rating agencies and accolated with numerous global awards for its financial, governance and people performance.
Challenge
Operating in one of the most dynamic regions in the world, the financial services group is focused
on leveraging on digital technology to provide its customers with a full range of financial services
towards a sustainable future.
As the group grows from strength to strength leveraging on its early adoption of technology, its
visionary CEO is keen to build the foundation for the next stage of growth by transforming its leadership across the organization.
The quality of decisions made daily throughout the organization by leaders at various levels have a profound impact on the success of the organization.
Leaders need to encourage dissenting views by creating a safe environment, consider the big picture, be data-driven while making decisions, even in the absence of complete information/vague information.
There is also a need to empower others and take accountability while making decisions at speed.
The goal is to create an effective and sustainable decision making culture within the organization.
When the organization is recognized by others as a synonym for effective decision making with care for the environment, society and governance, it would be a very powerful engine for growth.
Solution
In designing the solution, the team adopted an agile approach exploring elements of neuro and behavioural science, time tested decision making frameworks and instructional design.
KT processes brought objectivity, order, and speed to decision making.
When the organization is recognized by others as a synonym for effective decision making with care for the environment, society and governance, it would be a very powerful engine for growth. They provide a simple but rigorous framework hereby building the mental discipline to consider the big picture, involve the right people and objectively consider various options utilizing available data and experience. To ensure effectiveness of the capability transfer, experiential learning and other facilitation techniques (on-site and on-line) were incorporated into the solution design.
A series of cases were built from real situations to support the experiential learning journey of the participants and transfer of these skills back to the workplace.
The program went through rigorous review and a few pilot sessions before it was rolled out across the organization.
Results
More than 1,500 leaders within the organization have gone through the application of the decision making processes on these specially designed scenarios hereby experiencing the value of a structured approach used at speed.
The cross learning within the team also created realization of the values of embracing diversity and empowerment.
With the critical mass of leaders within the organization making decisions in a structured and collaborative way, the desired decision making culture begins to take root and will continue to evolve to ensure relevancy in the fast changing environment.
