Learn the history of the powerhouse programme and why it was and is relevant today?

Our powerhouse programme starts with change

In the early 2000’s members of our team were consultants to one of the world’s largest IT companies, working with two UK accounts of over 6,500 employees in total. We delivered a bespoke leadership development programme for their top teams: a lucrative if exhausting programme. We noticed during delivery that many of the participants were not engaged and during breaks the same participants were on the phone with the office, problem solving. We pointed this out to the team who commissioned us. They told us that this training was mandatory, our delivery was not the problem, and these leaders would just have to ‘step up.’

We must have delivered the training to two or three hundred leaders and began to wonder why it was being allowed to continue when so many of the participants were ‘not present.’ We even began to question the return on investment the company was getting from this programme.

Years later we recognised that the company had not invested any time in getting the participants ready for change. In our thirty-year experience of working with senior managers and boards, we had never seen any investment in change readiness. No wonder expectations of big change never seemed to be fully met. Most executives are working at or beyond capacity coping with the results of changing markets, geo-political change, or demographic disturbances. Where is the capacity to implement something new?

Grantrow Ltd. has a vision for doubling the productivity and profitability of customer organisations. We know at the heart of this is the marriage of process and people: a double-edged transformation designed to create the ‘secret sauce’ that leads to extraordinary performance.

Our ‘Powerhouse’ programme starts with change readiness: for leaders, for teams and if necessary, the whole organisation. Unless the people we are depending on to make profound change have the capacity to do so, any transformation is going to stall.

Only when customers are ready to prioritise change can we move onto stages, two, three and four. Stage two is about alignment: ensuring that everyone in the organisation knows how their role fits into the company mission and plans and how their objectives lead to delivering the vision. This exercise alone, tested on over a thousand people, can deliver a 50% increase in productivity. Engaged people are productive.

Stage three is about processes and systems: HR, business and strategic. The last stage is leadership and management development. Anyone can become a leader and a leader’s job is to make more leaders. Management is much more specific and requires a singular competence. Businesses can suffer due to resistance in change rather than managing it.

Stay tuned or get in touch for more information regarding our ‘Powerhouse’ programme and how it can help you double your productivity and profit.