Challenge

When Paul Timmins joined the local subsidiary of the Global IT Service and Solutions business, it was not in good shape. Faced with significant operating losses, the Dutch parent demanded an immediate turnaround. The Senior Leadership Team had turned over substantially. The organisation lacked a sense of confidence in its own capability to deliver financial results, despite a good reputation with the customer for service delivery. Getronics Australia’s position in the highly competitive IT services market was evolving, but not well defined.

Solutions

The leadership and culture change strategy was, from the beginning, one of the most stable and credible reference point for the Getronics Australia strategic agenda.

TAP engaged with the Leadership Team and the internal change team to accelerate a far reaching transformation. The processes we used focused on leadership effectiveness, clarified roles and devolved accountability and decision rights close to the customer, and moved Getronics towards a values based culture of performance. The People and Culture function was transformed into a strategic contributor to the change process. Jointly, we created a focus on developing an achievement oriented culture that focused on customers and financial performance.

The Go to Market model was also reshaped, as new businesses were developed and grown, and others sold off to better owners. The organisation structure moved to a national, rather than regional model, as the organisation strived for better alignment with customer needs. Some hard decisions on costs and people were faced and dealt with constructively in a very competitive environment. Over time, there were very few aspects of the organisation that were not touched, changed and reshaped. Recently, the Australian business became part of the Australian UXC Group of companies.

Outcomes