Building a culture of conversations in between hierarchy and peer-to-peer

A Leading Financial Institution in Saudi Arabia

The bank is seeking to establish a Culture of Conversation by providing senior management, middle management, and supervisors with the necessary tools to conduct crucial talent conversations with their teams. Through a series of co-designed and co-facilitated workshops, our immersive solution focused on creating a wholistic, contemporary, agile, and experiential learning experience. The project was also seen as a way where participants will possess the key knowledge, skills, abilities, and tools required to conduct three essential talent conversations: Managing Performance and Potential, Managing and Developing Skills and Capabilities, and Managing Careers (self and others). The goal of this journey was to support the bank’s ambition to become the Bank of Choice in the Kingdom.

Geographical Coverage
Geographical
Coverage

Riyad, Khobar, Jeddah

Employees Impacted
Employees
Impacted

15 Senior Management, 296 Middle Management, 42 Supervisory

Situation
Situation
  • Analysis of RFP to match each needs of each level balancing between the volume of content covered and the level of activities and engagement needed in the session
  • Sessions were based on SPIKE methodology and capable of inspiring and engaging thought multiple points of practice, feedback, evaluation and reporting
  • The delivery was bilingual, with the content developed in English with the coaching and delivery provided in Arabic
  • Ability to integrated a digitally enabled experience using a customized LMS as the backbone for all engagement and interactions throughout the journey
  • Detailed reporting and analysis based on predefined ROI criteria
Key Touch Points
Key
Touch Points
Talent Pool Involved
Talent Pool
Involved
Project Scope
Project
Scope
Impact
Impact

12.59% improvement in knowledge gained from attending the sessions that were provided to the bank

Behavioral competency development

Behavioral competency development

Merging two cultures, developing new values, and embedding them into the DNA

Merging two cultures, developing new values, and embedding them into the DNA

Exciting and inspiring management on the new leadership capabilities

Exciting and inspiring management on the new leadership capabilities

A journey to develop the future leaders of a bank

A journey to develop the future leaders of a bank

Developing the RMs and Private Bankers on service excellence

Developing the RMs and Private Bankers on service excellence

Building a unique client experience by building a caring culture

Building a unique client experience by building a caring culture

A culture of service excellence in the retail banking group

A culture of service excellence in the retail banking group

A culture transformation to vitalize an aggressive strategy

A culture transformation to vitalize an aggressive strategy

Building leadership cohesion and alignment and a common clarity

Building leadership cohesion and alignment and a common clarity

Aligning management to the leadership clarity to build cohesion

Aligning management to the leadership clarity to build cohesion

Developing a service excellence mindset as a competitive advantage

Developing a service excellence mindset as a competitive advantage

Aligning a community on a common charter – cohesion through clarity

Aligning a community on a common charter – cohesion through clarity