Case study - Cabot Communications
These digital TV pioneers needed to secure continued growth in a changing global marketplace - Bristol Business School created a bespoke leadership development programme to support the whole management team.
Founded in 1993 and based in Bristol, Cabot Communications was one of the forerunners of the digital TV revolution. It has been part of the Vestel Group since 2001, and is headquartered in Turkey.
A very successful business, Cabot has grown rapidly with a turnover of around £6 million in 2009. There are around 35 employees, run by a senior management team with the support of a number of key project managers.
Cabot Communications had reached a stage in development where the key priority was to secure continued growth in the context of a changing global marketplace and influence from head office in Turkey. An important element of this growth plan was to ensure that the business was making effective use of the skills of its existing employees.
Bristol Business School was asked to prepare a leadership and management development programme.
We spent three days consulting with staff, including the MD, Senior Managers and Project Managers, to understand Cabot’s challenges and give them confidence in our knowledge and approach.
We also gathered as wide a range of views, perspectives and opinions as possible, so we could build a programme based on their specific and unique needs.
The result was four key workshops:
- Understanding vision and strategy
How to create a unified strategic plan for growth, working within the context of an overseas head office operation and a UK subsidiary.
- Understanding self and others
How to develop the core building blocks of development including raising awareness, recognising variances in perception, and how to improve understanding operationally, functionally and culturally.
- Developing self and others
How to develop leadership skills, empower others, delegate appropriately, and motivate self and others.
- Performance management
How to job plan, prioritise, make decisions, have tough conversations, and manage objectives.
The workshops were rolled out with one-month gaps between each. This allowed participants to practise new skills and gather information on key issues for the next session. It also fostered team building by bringing the participants together in a shared learning experience.
This pragmatic approach not only helped the participants to apply the skills and techniques they learned on the workshops to their day-to-day practice in the workplace, it also encouraged them to develop as reflective practitioners and it encouraged innovation and good practice.
Our final reviews showed that 88% felt the programme had been ‘good’ to ‘excellent’ and had achieved its aims in developing a stronger ‘professional’ management ethos.
We returned six months later to see how things were going, and were delighted to find that they had started to create their own in-house development ideas and that our philosophy of passing on knowledge to equip clients had proved successful.
Want to find out more?
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