AUSTRALIA & ASIA levels of commitment , he adds , to the clients , to one another , and the organisation ’ s commitment to its people .
A top down readjustment of corporate culture can take a long time to embed , so Hooton was delighted to find within months signs that the new front line-generated values were being adopted by staff . “ We had provided them with a licence that released them from the old shackles ,” he says . “ Instead of having to do something in a way the client might not quite want just because it was the way we had always done things , staff were able to adjust their action to suit the client . Result - more satisfaction for both clients and staff !”
Staff engagement and culture change needed to be supported by structural change . With 800 staff , communication lines could be long . “ We had up to five levels of management : I insisted that there should at no point be more than two tiers between myself and the front line worker ,” he emphasises . 128 managers within the organisation came down to 65 . “ We reshaped the management to create a direct line between the CEO and the front line .” At the same time , he moved to replace 23 local team managers with regional managers , hired for their leadership qualities and adherence to the New Way . “ Growing leadership within the organisation is a key element of my strategy .”
Andrew Moffat BCom , LLB , Chair
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