Project GATE

Company overview

• Industry: Security

• Location: Global

• Employees: 700

Situation

Gunnebo provide a range of entrance control solutions, e.g. turnstiles, speed gates, revolving doors, and security booths in the most demanding of applications. These systems manage the flow of people, promoting safety and security.

Challenge & Opportunity

The corporation underwent a major transformation after going private and split into three standalone companies focussed on distinct product / market segments.

The Gunnebo Entrance Control company was carved out and a new leadership team formed with both legacy leaders and newly hired talent.

With a new team and an ambitious growth strategy to execute, the CEO approached us for support with building a high performance culture.

Our Approach

We worked with the global senior team, agreeing a set of leadership behaviours and ways of working that were going to be critical to achieving their short-term targets and long-term ambition. This included clarifying roles and responsibilities across the leadership team, and how they were going to engage and align their own teams globally.

A series of cascade workshops was run with regional teams, including the US, China and Middle East, to ensure strategic alignment and provide leadership training.

At the 12-month point a further alignment workshop was run with the global senior team, to review performance to date and agree priorities for the upcoming year.

Outcome & Impact

“The programme has been instrumental in driving alignment, starting with our executive team, on our mission, strategic objectives and initiatives. We have then cascaded this with the next leadership level to ensure convergence of effort worldwide. We have seen this reflected very positively in our latest employee engagement survey.

The team have helped all our leaders to develop their skills in the areas of clear communication, feedback and getting things done. We have all committed to our defined ‘ways of working’ and desired leadership behaviours while under pressure, in line with our company values.

We have also enhanced our KPI driven operational reviews to ensure we stay on track with implementation of a high workload of transformation projects throughout the business.

All of this has supported achieving a 10% revenue growth path – clearly expanding our market share globally – while executing a challenging roadmap of value creation projects.”

Howard L

President