When looking for your “Leader of the Future”, NSCG can step in to help you define What Great Looks Like and help you implement it.
When we stepped up to the challenge for our below client, we found incredible business outcomes for them:
- The successful appointment of 4x C-suite members and ~25 senior leaders; NSCG’s talent data informed each of these decisions.
- 30% reduction in learning and development spend since NSCG’s involvement due to client targeting budgets on key capability gaps vs. generic spending.
- After the senior leadership at the company’s mining business worked closely with NSCG between July 23’ – Feb 24’, coal output rose by 13% (~1.7 million additional tonnes of coal), despite a worsening macro-economic environment, allowing them to export coal to the external market for the first time in 18 months.
Check out below to see how we did it.
Prompted by fluctuations in global oil prices, 2 years prior to NSCG’s engagement, our client embarked on a journey towards achieving ‘Leader of the Future’, with their 2.0 transformation.
Part of this transformation meant transitioning the centralised organisation to a portfolio business, requiring a new type of leadership.
18 months after the transformation began, our client’s CEO believed it was the optimal time to increase the business’s investment in its people, specifically in the capability of its leaders.
The ability to identify and develop the highest potential leaders was seen as fundamental to our client successfully delivering on its purpose, executing the updated strategy, and transforming into a fast-moving, innovative, and high-performing organisation.
- We started by developing a capability framework and What Great Looks Like (WGLL™) profiles from input of 600+ leaders, providing aspirational benchmarks for leaders in different role families. Using this, leaders could be measured against ‘BAU’ capabilities, as well as future-focused, strategic expectations.
- Psychometrics and in-depth capability interviews were completed by ~350 top leaders, supported by follow-on feedback and coaching sessions that provided leaders with a clear development plan and actions. The aggregated data was analysed, and the insights were shared with the CEO and each C-suite member. Clear gaps were identified, and specific interventions were recommended.
- Interventions introduced included key performance indicators being mandated for all leaders, the development of a centralised platform with learning materials related to each capability, as well as the decision for NSCG to work more closely with the senior leadership team in the Mining business.
- The data was also housed in a ‘self-serve’ data visualisation platform, which the client used to inform talent decisions at all levels of leadership across the company. The entire senior HR function (~70 individuals) were upskilled to meaningfully analyse and interpret the talent data gathered, allowing for sustained value to be delivered after the cessation of NSCG’s initial engagement.
- The leadership capability framework provided a consistent and future-focused view of leadership capability.
- NSCG provided a data-led view of our client’s top three tiers of leadership amounting to 347 leaders; these leaders were provided with clear, actionable pathways to development.
- The executive leadership team is enabled to make better people decisions (across hiring, succession planning, intermobility) based on data, and able to track leaders’ capability development over time via a PowerBI dashboard and 360 assessment.
- Leadership development programmes created and rolled out to target development of key leadership capabilities (e.g., around self-development, building talent, and business ownership).