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Landsec - Operating Model Design and Leadership Development

Landsec: Operating Model Design and Leadership Development
Client Landsec
Region UK
Sector Infrastructure, Defence and Transport
Offering Organisation Design

The Challenge

Coming out of Covid, a relatively new CEO wanted to make the organisation more customer-centric, as well as set the business up for growth. He believed that to support this, addressing key leadership behaviours was going to be essential.


Our Approach

We ran combined and aligned workstreams across both OD and Culture/Leadership development.

The MetroMap guided our approach through a high-level design phase that enabled the CEO to make changes to his top line ahead of working through a full detailed design.

A comprehensive OEM triggered a org-wide comms plan, as well as providing the detail upon which our LT effectiveness and culture intervention efforts were based (leading to 1-2-1 coaching; ELT workshops, and values refresh.

A core design team was used to work through both cycles of the MetroMap, but with heavy support from the CEO who led the project from the front.

Agreement of the future OM led to detailed scenario planning and top-to-bottom structures and role definition across each area, with impact analysis and implementation plan being handed over to the in-house team to deliver at project end.


Key Outcomes

  • A new and socialised operating model, alognside refreshed ExCo and Board governance models. These were underpinned by a strategic change narrative to support implementation.
  • In addition, the business was fully redesigned with optimal spans and layers, cost reduction of ~£10m and new ELT.
  • Critically, the executive team was more aligned and conscious of the behaviours they needed to exhibit to ensure effective leadership.
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