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Summary      

• The aim of Seek Asia was a single unified organisation, with the right culture, one product, multiple brands, and an ability and readiness to engage on a different level.
• The brand had acquired two other businesses and this required a change in direction and vision.
• Post acquisitions, the management team took time to pause and do some sense-making. They resisted the urge to just start changing things. It took three months to talk to people, understand the context, and understand the dynamics that had come about.
• The redesign of the company was done using agile values and principles. They decided the organisation should reflect the marketplace. So being a jobs marketplace, they focussed on the candidate side and the hiring site and established an organisational blueprint.
• Within each domain the team mapped out what was the customer journey and they established KPIs to determine what good looked like.
• A core principle for the leadership group was that there was no issue that was too small for anyone to fix.
• The self-selection process was called mission recruitment. Every team had a very clear objective, a clear mission, that people were recruited into. And part of the recruitment was to instil the power of choice back to the individual.
• It was a flat organisation with three-levels. This was to address decision-making at the team level to improve delivery cadence.
• A real point of difference for the organisation was the care leaders had for the wider team.
• Engagement was a key area of focus. To start with engagement was below 20%. The team actively invested in this and began to measure leading indicators rather than lagging ones.
• To remove the noise in the organisation the business invested in Vibe, a continuous engagement tool.  This meant the team had feedback from people that didn't have a voice previously. The leadership team made a commitment to respond to every piece of feedback within the week.
• Items were prioritised to fix quality issues. And a WIP limit was introduced where change was systematic and introduced in a more sustainable way.
• A key question for the team was how to add just enough structure and still have flexibility and creativity to adjust.
• After 18 months they completed thousands of deployments a month.  The team engagement score was lifted to 70%.

Certification:

Project Management Institute (PMI)® accredited webinar: This webinar offers 1 leadership Professional Development Unit (PDU) to put towards your chosen certification. Use the PDU Claim Code: 41024BSLBH.

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