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Openreach

Flipping hierarchy on its head – transforming a FTSE 100 culture

“Kin&Co beat some of the biggest and best consultancies in the world to work with us – and it’s easy to see why. Their approach and style is unique – creative, highly strategic and operating as a true partnership, upskilling our internal team at every step. In just a few months of working with Kin&Co, there was a significant and measurable difference in our culture. They’ve been a breath of fresh air – unlike any other consultancy I’ve worked with. Their work will change how we do business forever.”

Kevin Murphy, MD, Fibre Network Delivery, Openreach

How do you retrofit the agile, purpose-driven culture of a tech unicorn, onto a bureaucratic 100+ year old FTSE 100 culture? That’s the challenge we were presented with by an MD of a department of newly separated Openreach. And after working with numerous companies in the sector from TripAdvisor to Danone to Airbnb, we knew we had the answer.

We knew that there is no set blueprint for undergoing this change, and that for every organisation, the end goal and therefore, the process needs to be different. Our approach centred around behaviour change, and the knowledge that if you want to transform your organisation – change must be done in the style of the culture you want to create. You must role model the new way of working from day one.

So we set out on a journey of discovery and co-creation applying the principles of design thinking, alongside tried and tested behaviour change psychology. We worked with the leadership team to agree a broad vision, then went out to listen to people on the ground, understand their views and challenges, and co-create a framework of cultural principles based on that vision. All within highly creative, energetic, engagement sessions that ensured people felt part of the journey at every stage.

At the same time, through consulting 1,500+ people including partners, leaders, managers, team members and central functions, we were able to diagnose the existing culture – pulling out themes and insights that would guide our recommendations for a 5 year culture change strategy and 12 month plan for making that change a reality.

As part of the initial discovery and co-creation process, 40% increase in people feeling excited about the future of the company, 52% said they’d change their own behaviour or do something differently as a result of the process and 100% agreed the cultural principles felt right for the organisation. One team member even commented one of the new ways of working trials meant it “was the best Monday” he’d ever had, another said being part of the process “warmed his heart”.

Flipping hierarchy on its head – transforming a FTSE 100 culture

“Kin&Co beat some of the biggest and best consultancies in the world to work with us – and it’s easy to see why. Their approach and style is unique – creative, highly strategic and operating as a true partnership, upskilling our internal team at every step. In just a few months of working with Kin&Co, there was a significant and measurable difference in our culture. They’ve been a breath of fresh air – unlike any other consultancy I’ve worked with. Their work will change how we do business forever.”

Kevin Murphy, MD, Fibre Network Delivery, Openreach

How do you retrofit the agile, purpose-driven culture of a tech unicorn, onto a bureaucratic 100+ year old FTSE 100 culture? That’s the challenge we were presented with by an MD of a department of newly separated Openreach. And after working with numerous companies in the sector from TripAdvisor to Danone to Airbnb, we knew we had the answer.

We knew that there is no set blueprint for undergoing this change, and that for every organisation, the end goal and therefore, the process needs to be different. Our approach centred around behaviour change, and the knowledge that if you want to transform your organisation – change must be done in the style of the culture you want to create. You must role model the new way of working from day one.

So we set out on a journey of discovery and co-creation applying the principles of design thinking, alongside tried and tested behaviour change psychology. We worked with the leadership team to agree a broad vision, then went out to listen to people on the ground, understand their views and challenges, and co-create a framework of cultural principles based on that vision. All within highly creative, energetic, engagement sessions that ensured people felt part of the journey at every stage.

At the same time, through consulting 1,500+ people including partners, leaders, managers, team members and central functions, we were able to diagnose the existing culture – pulling out themes and insights that would guide our recommendations for a 5 year culture change strategy and 12 month plan for making that change a reality.

As part of the initial discovery and co-creation process, 40% increase in people feeling excited about the future of the company, 52% said they’d change their own behaviour or do something differently as a result of the process and 100% agreed the cultural principles felt right for the organisation. One team member even commented one of the new ways of working trials meant it “was the best Monday” he’d ever had, another said being part of the process “warmed his heart”.

Blackbaud

Creating a cohesive culture

“Kin&Co made a measurable impact on our culture during a significant transition period. We now feel like one team, working effectively together towards a common purpose. Our people feel listened to and heard, and are proud and excited about our future. Kin&Co’s work was critical to our post-acquisition success and we are now set up to deliver our long term goals.”

David Benjamin, President, International Markets Group

Following the acquisition of JustGiving and a ‘perfect storm’ of organisational challenges that followed, there existed two separate cultures in the Blackbaud UK&I offices and low engagement scores. The move to a new regional HQ in London provided an opportunity to ‘re-set’ and build a cohesive identity, with a unique take on the global culture.

Our first step was to understand the situation and the extent of the challenges that people were facing, and how they were feeling. Through a series of listening activities, we acknowledged their anger and frustrations. We then engaged everyone in co-creating a shared culture, by defining a unique take on Blackbaud’s global culture that resonated with everyone. We launched this in line with the office move in London, and worked closely with their internal project manager to begin embedding it into every part of the UK business. This created excitement around the future, so employees no longer needed to dwell in the past.

Our final set of local principles and behaviours, each mapping to a global value, really resonated with employees across the UK&I business, resulting in a 46% increase in pride amongst employees, and at 14% increase in people saying that they would recommend Blackbaud as a great place to work over the course of the 6 month project.

Creating a cohesive culture

“Kin&Co made a measurable impact on our culture during a significant transition period. We now feel like one team, working effectively together towards a common purpose. Our people feel listened to and heard, and are proud and excited about our future. Kin&Co’s work was critical to our post-acquisition success and we are now set up to deliver our long term goals.”

David Benjamin,President, International Markets Group

Following the acquisition of JustGiving and a ‘perfect storm’ of organisational challenges that followed, there existed two separate cultures in the Blackbaud UK&I offices and low engagement scores. The move to a new regional HQ in London provided an opportunity to ‘re-set’ and build a cohesive identity, with a unique take on the global culture.

Our first step was to understand the situation and the extent of the challenges that people were facing, and how they were feeling. Through a series of listening activities, we acknowledged their anger and frustrations. We then engaged everyone in co-creating a shared culture, by defining a unique take on Blackbaud’s global culture that resonated with everyone. We launched this in line with the office move in London, and worked closely with their internal project manager to begin embedding it into every part of the UK business. This created excitement around the future, so employees no longer needed to dwell in the past. 

Our final set of local principles and behaviours, each mapping to a global value, really resonated with employees across the UK&I business, resulting in a 46% increase in pride amongst employees, and at 14% increase in people saying that they would recommend Blackbaud as a great place to work over the course of the 6 month project.

Heathrow

Embedding Heathrow 2.0

“The Kin&Co team have already proved their value and more. Their strategic, big-picture thinking has helped us see how to leverage sustainability and culture to meet our broader objectives. This project will be instrumental in delivering our long-term strategy and in ensuring it’s owned by employees across the business.”

Becky Coffin, Head of Sustainability, Heathrow

Heathrow has an industry-leading sustainability strategy in Heathrow 2.0. However, outside of the Sustainability Team and particularly across the large numbers of operational staff working at Heathrow, this vision was not clearly understood, and most did not see its relevance to them or their role in delivering upon it.

We knew that the only way Heathrow 2.0’s ambitious targets could be met was by mobilising a network of advocates at every level across Heathrow, who could help their peers understand what Heathrow 2.0 meant in their own roles, and practically what they could do to help deliver it. Heathrow already had a network of Sustainability Ambassadors, but they were disparate and felt as though they did not have the support or power to be able to create real change.
We worked with this group to review the role of the network, co-create a refreshed version of their roles with them, giving them the power to operate as they saw fit. We provided them with best practice training from us and leaders from other organisations who had been through similar processes, inspiring them to take the best from others and create a solution unique to Heathrow. And we created a simple, clear set of messaging that the group could use to help everyone – no matter their role – understand what Heathrow 2.0 meant for them.

As a result of this work, the group’s sense of having a common cause doubled, their clarity over their role as a network increased by 25%, their optimism about their ability to create change was consistently at over 4 out of 5. The foundations had been laid for a bottom-up sustainability movement within Heathrow.

Embedding Heathrow 2.0

“The Kin&Co team have already proved their value and more. Their strategic, big-picture thinking has helped us see how to leverage sustainability and culture to meet our broader objectives. This project will be instrumental in delivering our long-term strategy and in ensuring it’s owned by employees across the business”

Becky Coffin, Head of Sustainability, Heathrow

Heathrow has an industry-leading sustainability strategy in Heathrow 2.0. However, outside of the Sustainability Team and particularly across the large numbers of operational staff working at Heathrow, this vision was not clearly understood, and most did not see its relevance to them or their role in delivering upon it.

We knew that the only way Heathrow 2.0’s ambitious targets could be met was by mobilising a network of advocates at every level across Heathrow, who could help their peers understand what Heathrow 2.0 meant in their own roles, and practically what they could do to help deliver it. Heathrow already had a network of Sustainability Ambassadors, but they were disparate and felt as though they did not have the support or power to be able to create real change.


We worked with this group to review the role of the network, co-create a refreshed version of their roles with them, giving them the power to operate as they saw fit. We provided them with best practice training from us and leaders from other organisations who had been through similar processes, inspiring them to take the best from others and create a solution unique to Heathrow. And we created a simple, clear set of messaging that the group could use to help everyone – no matter their role – understand what Heathrow 2.0 meant for them.

As a result of this work, the group’s sense of having a common cause doubled, their clarity over their role as a network increased by 25%, their optimism about their ability to create change was consistently at over 4 out of 5. The foundations had been laid for a bottom-up sustainability movement within Heathrow.

Comic Relief

Engaging Culture

“Working with Kin&Co has been a pleasure. With their pragmatic measuring, no-nonsense timelines, and creative ideas, we’ve recently taken a significant step in the in the next stage of our organisation’s development.”   

Caren Thomas, Interim HR Director

Using clear, measurable goals, we worked with Comic Relief to engage their employees in the next step of their organisation’s development. With work ranging across all areas of the organisation, our approaches had to be targeted and carefully put together.

The outcome of this careful engagement program was a 37% increase in confidence, excitement, and ownership in Comic Relief’s work. It’s results like that that allow organisations to thrive.

Engaging Culture

“Working with Kin&Co has been a pleasure. With their pragmatic measuring, no-nonsense timelines, and creative ideas, we’ve recently taken a significant step in the in the next stage of our organisation’s development.”   

Caren Thomas, Interim HR Director

Using clear, measurable goals, we worked with Comic Relief to engage their employees in the next step of their organisation’s development. With work ranging across all areas of the organisation, our approaches had to be targeted and carefully put together.

The outcome of this careful engagement program was a 37% increase in confidence, excitement, and ownership in Comic Relief’s work. It’s results like that that allow organisations to thrive.

Danone

Engaging Danone employees on their journey to becoming a B Corp

“Kin&Co have been incredible at getting our B Corp employee engagement movement off the ground. Their fresh thinking and open approach led to an engagement & communications program perfect for our goal of inspiring multiple regions and levels of stakeholder. I would happily work with Kin&Co again anytime.”

Alex Heaven, B Corp Manager, Danone Wave

Having committed to becoming a fully certified B Corp, pioneering the future of better business, Danone needed to build an internal grassroots movement to inspire and engage employees in the B Corp process.

With over 160 independently-operated business units around the world, from dairy farms to yoghurt factories, this was no mean feat. By creating a new, instantly recognisable partnership brand and set of resources including slide decks, posters and table talkers, we empowered employees to talk about the B Corp vision to colleagues and engage with the process in a meaningful way. Utilising internal communications channels – such as Facebook Workplace and a bespoke newsletter – we built internal momentum and engaged employees at all levels, even those with no prior knowledge of B Corp.

As a result, 15 of Danone’s business units are in the process of certifying as B Corporations, and four have already achieved certification. Danone was the first large publicly listed multinational business to announce an ambition to join the B Corp movement and this work is helping them on their journey. Watch this space!

Engaging Danone employees on their journey to becoming a B Corp

“Kin&Co have been incredible at getting our B Corp employee engagement movement off the ground. Their fresh thinking and open approach led to an engagement & communications program perfect for our goal of inspiring multiple regions and levels of stakeholder. I would happily work with Kin&Co again anytime.”

Alex Heaven, B Corp Manager, Danone Wave

Having committed to becoming a fully certified B Corp, pioneering the future of better business, Danone needed to build an internal grassroots movement to inspire and engage employees in the B Corp process.

With over 160 independently-operated business units around the world, from dairy farms to yoghurt factories, this was no mean feat. By creating a new, instantly recognisable partnership brand and set of resources including slide decks, posters and table talkers, we empowered employees to talk about the B Corp vision to colleagues and engage with the process in a meaningful way. Utilising internal communications channels – such as Facebook Workplace and a bespoke newsletter – we built internal momentum and engaged employees at all levels, even those with no prior knowledge of B Corp.

As a result, 15 of Danone’s business units are in the process of certifying as B Corporations, and four have already achieved certification. Danone was the first large publicly listed multinational business to announce an ambition to join the B Corp movement and this work is helping them on their journey. Watch this space!

Aéroports de Montréal (ADM)

Building a community focused on passenger experience

“We would not have been able to achieve this without you”

Caroline Ouellette, VP / Project Team, ADM

Aéroports de Montréal (ADM) manages two airports, including the commercial airport of Montréal (YMX) and Montréal -Trudeau (YUL). With 600 employees working directly for ADM, but a wider YUL community of partners of over 28,000, ADM was faced with the challenge of delivering a single, excellent and consistent passenger experience that brought together the airport community and creating a culture that would enable ADM to meet its strategic priorities.

Whilst ADM had a generally good picture of employees’ views and the culture within ADM, very few touchpoints existed with the wider YUL community. We started by finding innovative ways to reach more community than ever before, combining traditional surveys with digital + offline engagement tactics.

Using these insights and the input of a representative Steering Group from across the YUL community (a first for them), we identified some of the key themes that emerged as areas particularly important to those working at YUL. Over the following months, we tested and refined these through a co-creative approach, working with colleagues of all levels from across YUL, from baggage up to the President of ADM, and CEOs of YUL partner organizations, such as Air Canada.

With this input, we were able to shape a desired Cultural Aim for YUL and a series of conditions for success underpinning it, which we then compared against the current state of YUL to plot where change was needed. We used a gap analysis to develop change strategy and tactical plan, including creative ideas across YUL.

Over the course of the program, we engaged more of the YUL community than ever before. Through a co-creative approach, we secured senior support and ownership of the project, whilst also building enthusiasm and engagement at all other levels. We worked closely with the ADM project team, steering group and executive level sponsors to finalise a strategy and plan that truly reflects the desired culture of the YUL community, and are now starting to roll this out across the organization.

Building a community focused on passenger experience

“We would not have been able to achieve this without you”

Caroline Ouellette, VP / Project Team, ADM

Aéroports de Montréal (ADM) manages two airports, including the commercial airport of Montréal (YMX) and Montréal -Trudeau (YUL). With 600 employees working directly for ADM, but a wider YUL community of partners of over 28,000, ADM was faced with the challenge of delivering a single, excellent and consistent passenger experience that brought together the airport community and creating a culture that would enable ADM to meet its strategic priorities.

Whilst ADM had a generally good picture of employees’ views and the culture within ADM, very few touchpoints existed with the wider YUL community. We started by finding innovative ways to reach more community than ever before, combining traditional surveys with digital + offline engagement tactics.

Using these insights and the input of a representative Steering Group from across the YUL community (a first for them), we identified some of the key themes that emerged as areas particularly important to those working at YUL. Over the following months, we tested and refined these through a co-creative approach, working with colleagues of all levels from across YUL, from baggage up to the President of ADM, and CEOs of YUL partner organizations, such as Air Canada.

With this input, we were able to shape a desired Cultural Aim for YUL and a series of conditions for success underpinning it, which we then compared against the current state of YUL to plot where change was needed. We used a gap analysis to develop change strategy and tactical plan, including creative ideas across YUL.

Over the course of the program, we engaged more of the YUL community than ever before. Through a co-creative approach, we secured senior support and ownership of the project, whilst also building enthusiasm and engagement at all other levels. We worked closely with the ADM project team, steering group and executive level sponsors to finalise a strategy and plan that truly reflects the desired culture of the YUL community, and are now starting to roll this out across the organization.

Crisis

Embedding values to create a united team

“From helping us to plan our strategy to supporting us in executing our communications, Kin&Co has been an invaluable source of practical help, information, inspiration, and just getting the job done. 84% of our employees say they know all about the values, and most agree they guide how they work at Crisis – we are proud of this position and the work with Kin&Co gives us a great foundation for further development and improvement.”

Jon Sparkes, CEO, Crisis

Jon Sparkes spent his first months at Crisis uncovering the organisation’s true values. Once these were in place, the next challenge was how to embed them to drive performance. That’s where we came in.

With very clear, measurable objectives agreed, we used our LIVE framework to create a strategy for turning the values into clear behaviours, then facilitating the culture change to drive these behaviours. This work ranged from leadership training with senior managers, taking them on a journey to internalise and apply the values to their own situations, to coaching the internal teams to use communications and policy to embed the values in the organisation permanently, to a company wide values awards ceremony, which, we were told, elicited tears (of happiness, we stress) from many employees!

Eight months after the work began, we saw big results, including a 20% increase in staff actively using the values when thinking about their behaviour at work. Alongside this, a strong 80% of staff think the organisation’s values are in line with their own personal values. Both factors together help the organisation be more efficient and effective in achieving its commitment of ending homelessness.

Embedding values to create a united team

“From helping us to plan our strategy to supporting us in executing our communications, Kin&Co has been an invaluable source of practical help, information, inspiration, and just getting the job done. 84% of our employees say they know all about the values, and most agree they guide how they work at Crisis – we are proud of this position and the work with Kin&Co gives us a great foundation for further development and improvement.”

Jon Sparkes, CEO, Crisis CEO

Jon Sparkes spent his first months at Crisis uncovering the organisation’s true values. Once these were in place, the next challenge was how to embed them to drive performance. That’s where we came in.

With very clear, measurable objectives agreed, we used our LIVE framework to create a strategy for turning the values into clear behaviours, then facilitating the culture change to drive these behaviours. This work ranged from leadership training with senior managers, taking them on a journey to internalise and apply the values to their own situations, to coaching the internal teams to use communications and policy to embed the values in the organisation permanently, to a company wide values awards ceremony, which, we were told, elicited tears (of happiness, we stress) from many employees!

Eight months after the work began, we saw big results, including a 20% increase in staff actively using the values when thinking about their behaviour at work. Alongside this, a strong 80% of staff think the organisation’s values are in line with their own personal values. Both factors together help the organisation be more efficient and effective in achieving its commitment of ending homelessness.

CPA Canada

Integrating a unique ‘why’ into communications

“All great brands stand for and believe in something bigger than themselves, and our organizational brand, CPA Canada, is no different. Uncovering and articulating this higher purpose, this larger belief system, has been transformational for us as an organization. It not only gives us something meaningful to rally around, but also enables us to distinguish our organization and our profession on the global stage.”   

Heather Whyte, SVP, Marketing, Communications & Public Affairs

After successfully launching the Canadian CPA and unifying all professional accounting designations behind it, CPA Canada went through an important storyfinding process to find their ‘why’. They approached Kin&Co knowing they had something unique and inspiring, but needed support integrating it into their communications.

We worked with their internal teams to prioritise the messages that would resonate best with their audiences. This allowed CPA Canada to engage their internal teams around the purpose and at the same time provide an audience-led led approach on communicating it. We then created a 12-month strategy to communicate those messages externally.

Following the initial engagement workshops, 92% of internal staff felt confident taking forward CPA Canada’s positioning around the Canadian Ideal of Good Business, a space where fairness, inclusion and compassion intersect. The strategy is currently being delivered.

Integrating a unique ‘why’ into communications

“All great brands stand for and believe in something bigger than themselves, and our organizational brand, CPA Canada, is no different. Uncovering and articulating this higher purpose, this larger belief system, has been transformational for us as an organization. It not only gives us something meaningful to rally around, but also enables us to distinguish our organization and our profession on the global stage.”   

Heather Whyte, SVP, Marketing, Communications & Public Affairs

After successfully launching the Canadian CPA and unifying all professional accounting designations behind it, CPA Canada went through an important storyfinding process to find their ‘why’. They approached Kin&Co knowing they had something unique and inspiring, but needed support integrating it into their communications.

We worked with their internal teams to prioritise the messages that would resonate best with their audiences. This allowed CPA Canada to engage their internal teams around the purpose and at the same time provide an audience-led led approach on communicating it. We then created a 12-month strategy to communicate those messages externally.

Following the initial engagement workshops, 92% of internal staff felt confident taking forward CPA Canada’s positioning around the Canadian Ideal of Good Business, a space where fairness, inclusion and compassion intersect. The strategy is currently being delivered.

WhereIsMyTransport

Embedding purpose and values into the employee experience

WhereIsMyTransport (WIMT) is a fast-growing, South African based tech company providing transport solutions in the developing world. With millions in venture backing, they’re growing rapidly and know that delivering their mission can’t be achieved without an incredible team and culture. They asked us to develop a Culture Strategy to bring alignment to their fast growing team.

Keeping your culture consistent and values-driven means having a firm understanding of what that culture is now, and where it needs to go. We worked with WIMT to get a snapshot of their culture as it stands, and analysed it against their Purpose and Values, to identify gaps and opportunities.

With these insights and the strong working relationship necessary for a long distance partnership, we’re finalising a culture strategy that will allow WIMT to bring further clarity and build more momentum in growing in line with its purpose and values.

The work is ongoing, but even the initial impact of the gap analysis and opportunities has enabled the Human Capital team to unlock improvements.

Embedding purpose and values into the employee experience

WhereIsMyTransport (WIMT) is a fast-growing, South African based tech company providing transport solutions in the developing world. With millions in venture backing, they’re growing rapidly and know that delivering their mission can’t be achieved without an incredible team and culture. They asked us to develop a Culture Strategy to bring alignment to their fast growing team.

Keeping your culture consistent and values-driven means having a firm understanding of what that culture is now, and where it needs to go. We worked with WIMT to get a snapshot of their culture as it stands, and analysed it against their Purpose and Values, to identify gaps and opportunities.

With these insights and the strong working relationship necessary for a long distance partnership, we’re finalising a culture strategy that will allow WIMT to bring further clarity and build more momentum in growing in line with its purpose and values.

The work is ongoing, but even the initial impact of the gap analysis and opportunities has enabled the Human Capital team to unlock improvements.

Contact us: info@kinandco.com or call 020 7183 2654