Case Studies
      We have provided a series of case studies to show the range and success of our company's service. Click here to return to the Case Studies index.
       
      Organisation
      GlaxoWellcome Research & Development Limited
       
     

Background
      As a result of the acquisition of Wellcome by Glaxo, a significant number of new departments and teams were created, comprising a mix of ex-Glaxo and ex-Wellcome personnel. Next Step were commissioned to deliver a number of very early team development workshops for newly-formed teams for the specific purpose of accelerating each individual team's formation.
       
      Project Objectives
      Individual team development workshops were designed in order to address the following key objectives:
  • To start/continue (if the team was formed) the teambuilding process.
  • To review how the team had commenced working together (if the team had already been formed) and…
… Build upon successes/Eliminate difficulties.
  • To provide a forum to enable the team to address some current 'team' and/or 'organisational' issues and develop plans, which when implemented would make the team / organisation more productive.
  • To provide the team with an opportunity to find out more about how it worked together, in order that the team could improve its teamwork practices, performance and contribution.
  • To discuss and agree the team's role, remit and accountabilities.
  • To discuss and agree the team's key customers and their performance expectations.
  • To discuss and agree individuals' 'expectations' of one another, i.e.
    • Team Leader of Team Member
    Team Member of Team Leader
    Team Member of Team Member
  • To get to know one another even better and have some fun together.
       
      Project Outcomes
      The investment in this very early 'development intervention' assisted at an early stage both teams and individuals to address and move forward in a number of key areas:
  • To have gained clarity about the team's and individuals’ responsibilities and accountabilities.
  • To have a common understanding about who the team's key customers are and their performance expectations of the team.
  • To have highlighted key 'team' and 'organisational' issues and tackled them as appropriate or developed contingencies in anticipation of future issues.
  • To have discussed and gained clarity on 'short-term' priorities and requirements.
  • To have benefited from some early 'insights' into each team member’s career/project experience, personal team-working contributions and skills.
  • To have discussed and agreed 'expectations' of one another.
 
       
     
 
 
   
  Home | Services | DNA | Clients | Quotes | Contact | Case Studies | News | Links