Case Study: Taking a step back to take a step forward

The Challenge

The global automotive sector is undergoing many transformations.

With that in mind, this global automotive’s Learning and Development team challenged us to help them establish the best route forward in developing a global reward and recognition strategy that embeds a culture of learning across all markets within the Retailer Network.

As part of this process, we were asked to consider the effectiveness and reach of an existing global bi-annual Technicians competition and what further global tools would be needed to drive performance improvement.

Our Approach

Our recommendation was to lead all relevant stakeholders through a design process that would provide them with a solid business case and framework to guide them on what and how to make the biggest impact on their objectives in all markets.

The process followed three distinct phases: planning and insight gathering, design conference and post-conference.

1. Planning and Insight Gathering

Interviews were conducted with 29 learning and development/commercial business leads in key markets and regions, including some global roles.

Questions were designed to establish their feelings on central support of learning and reward and recognition, market specific needs, and the implementation status of reward and recognition and evolved learning techniques.

Feedback was also encouraged and captured to determine the market conditions driving regional nuances and acceptance levels of the current global reward and recognition programme. This also included an audit of what reward and recognition activity was already taking place in each market.

2. Design Conference

Along with key stakeholders, we then spent three days grouped in their global head office to review the insights.

Activities such as empathy mapping, inspired by design thinking, helped stakeholders to categorise and contextualise the insights, provoking conversation and deep thought, and revealing key building blocks of their future strategy and a map of an effective solution framework.

The results