Singapore
Creating a strategically agile workforce
learning and development
Problem to be solved:
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How can we develop a strategicaly agile workforce for a regional shipping company?
Solution:
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Strategy allignment offsite for organisation C-suite
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Cascade strategy allignment across all manager level leaders in the organization
Results:
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Rated 84% on workshop effectiveness, relevance, and impact.
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Rated 93% that the business simulation workshop was a valuable learning experience
Int Labs running a strategy offsite for the C-suite
"This is a great opportunity for us to apply our Leadership competencies during a 'near real' situation whilst working with colleagues across businesses. This helps build trust & relations that can be used over time & outside adding to the team work."
"It is for me the confirmation that we always learn from others. Where everyone's view is valuable and where the goals are for the organisation. "
"The exercise displayed first-hand manner in which different business and service units with the company could draw upon internal strengths to "pitch together" and contribute further and escalate growth of the company.
SETTING THE SCENE
The shipping industry currently contributes 3% of the world’s total carbon emissions. The International Maritime Organisation (IMO) has rightly introduced new GHG (Greenhouse Gas) reduction targets, aiming to hit 40% reduction by 2030, and net-zero by 2050. Despite mandating scrubbers, and ultra-low sulphur bunker fuel, the problem is that there are still no viable technologies or even avenues that shipping companies can use to hit net-zero emissions. The cost of bunker fuel is so low that ammonium, hydrogen, and electric are not even remotely comparable.
Bill Gate's graph on green premiums for bunker fuel from How to Avoid a Climate Disaster
DEFINING THE PROBLEM
The RISE leadership competencies we identified
CREATING THE SOLUTION
We then developed and facilitated a two-day leadership offsite for C-suite leaders, taking them through a customised business simulation. The business simulation challenged them to think about the strategy decisions and business levers available today, to create a sustainable business for tomorrow. The simulation was interspersed with unexpected scenarios that would force agile adoption of the original plans.
So how does this all relate to talent bench strength? With immense industry-wide uncertainty, how can we build an agile workforce that is ready to accelerate whatever innovation the future has to offer?
Strategy usually starts at the top of the organisation, so that’s where we began. After interviewing key senior leaders, we proposed four key leadership behaviour shifts that will be critical for the future of shipping. These were codified and eventually became four key leadership competencies informing all future people-related decisions and initiatives.
Interactive business simulation developed for our client
The session was successful enough to be cascaded down across the C-1 population. Behaviour shift of the participants was mapped against the leadership competencies and participants reported higher levels of agility, strategic thinking, and alignment to the company’s strategic vision. Even COVID didn’t stop the roll-out, with sessions for several cohorts being run virtually, with participants joining from across Asia.
Although the future of the industry is not certain for this company, the company’s leadership population is more prepared than it has ever been.
