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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”.

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!

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