– Culture Transformation
– Leadership Transformation
Cultivate and maintain a high-performance culture through a period of rapid growth.
Hyperoptic is the UK’s hyperfast broadband provider, offering speeds 11x faster than the UK average. Founded in 2011, it’s ranked in The Sunday Times ‘Tech Track’ 100 and has been named ‘Best Superfast Broadband’ provider for six years in a row.
As a high-growth business, Hyperoptic was facing a number of growing pains that could impact its future success. In order for customer service and high delivery standards to be maintained, it needed to develop smarter ways of working and supercharge the performance of its people.
Our first task was to gain a deeper understanding of the needs of the business and its different teams, including senior leaders, people managers and specific functional areas.
We discovered that the company’s values resonated strongly with employees but weren’t being fully ‘lived’ in the day-to-day mindsets and behaviours that would empower teams to excel. So we collaborated with groups across the organization to translate the values into three working principles that everyone could understand, relate to and use: ‘Work Smarter Together,’ ‘Stay Focused’ and ‘Strive for Excellence.’ Involving employees from the start ensured engagement and buy-in.
Under each of the new working principles, we went on to develop competencies specifically designed to cultivate a high performance culture that would support the strategic ambition of the business. They were tailored to three different groups: ‘Leaders’, ‘People Managers’ and ‘All Employees’.
To activate and embed the new principles and competencies across the employee lifecycle, we coached leaders on how to be role models and mentors. We also delivered cross-team workshops designed to inspire and engage participants in the new way of working, providing a forum for discussion, collaboration and innovation.
Further embedding was achieved by building the competencies into recruitment, onboarding and the employee review and development process. Managers, for example, were given training and workbooks on how to give feedback, carry out performance reviews and cultivate better collaboration.
The impact of our work became most noticeable when Covid-19 hit the UK. The entire workforce shifted seamlessly to digital and remote working within two weeks, network rollout and customer installations continued at pace, and the workforce continued to expand rapidly through purely digital hiring and training.
Through all of the challenges of the pandemic, customer satisfaction remained high, employee engagement and productivity increased, and the business continued its rapid growth.
Of employees feel more engaged and productive
(up from 3)