Close Close Nav Takeover

De Beers Group

De Beers Group
Client De Beers Group
Region UK
Sector Retail and Consumer Goods, Infrastructure, Defence and Transport
Offering Organisation Change & Implementation, Organisation Development & Culture
Change management Change resistance Experiential learning Leadership behaviours Leadership development Performance culture

The Challenge

The De Beers Group is the world’s largest diamond producer by value. It has unrivalled expertise in the exploration, mining, sorting, valuing, selling and marketing of diamonds. The Group launched a transformational change programme with an aim to mobilise, motivate and equip everyone to support a new Target Operating Model and vision. COVID has exacerbated existing challenges with an urgent need to progress activity faster and with fewer resources.

The key to this lay in engaging successful leadership behaviours and values while restructuring and reorganisation was being undertaken.

Our Approach

  • We undertook a brief mini-diagnostic with key stakeholders, notably the Executive Team, to identify barriers and opportunities to change. This provided a series of recommendations to support the wider change management programme including triage and alumni activity.
  • Our study identified four principles to underpin the global group’s approach to change – leader-led, values-focused, person-centric and integrated and joined up.
  • Working with the Steering Committee, we then co-designed and delivered a Leading Change programme. The programme benefited 45 global leaders across 5 countries over 4 condensed weeks and launched a series of Executive drop-in sessions.
  • The evaluation findings showed the programme achieved all five of its objectives, with no responses on any objective stating ‘did not achieve’. In particular, the opportunity to discuss with other leaders their change challenges and ideas was identified as the most effective objective.
  • A subsequent programme, Authentic Dialogue, was co-designed and delivered to global leaders to support the next phase of change management.

Key Outcomes

  • Diagnostic recommendations within two weeks to address change management challenges
  • A Leading Change programme launched within a week that enabled more confident and capable leaders able to manage change
  • Cross-fertilisation of ideas and experience shared globally
  • Closer engagement with the Executive Committee and the wider organisational community
  • A ‘deeper dive’ Sustaining Change movement including an Authentic Dialogue programme and Train the Trainer support for sustainability

What our clients say about us

​”For organisations to navigate change and manage disruptions, leadership is critical. Q5 assisted us to develop dynamic customised experiential learning initiatives that prepared our leaders to lead the change. The impact and outcomes of the programmes were well worth the investment.”

Malebogo Mpugwa, Group Head - Talent, Organisation Effectiveness and Learning, De Beers Group
Case studies

Discover more client stories

Get in touch with our experts

Contact us