About
Impact worked with Santander, a leading personal financial services company, to facilitate two leadership modules as part of an innovative 12-month change programme.
In the midst of a quickly changing banking industry, with disruption both inside the industry and competition from new entrants, Santander recognised the need for widescale organisational change.
They needed to support the workforce in preparing for constant workplace agility and digital disruption. The workplace needed to adapt to:
- Enhance personal and digital leadership capabilities
- Incorporate an agile leadership culture
- Embrace a smarter working ethos
- Manage or influence diverse, virtual teams.
Framing the 12-month learning journey, Impact delivered the first and last modules “Spark” and “Brave New World..?”
Spark propelled participants into other worlds and industries to explore the effects of technological change through a rich mix of input, real-time challenges, projects, discussion and reflection. Participants visited a number of different organisations - examining what change means in sport by visiting Leicester City Football Club (recounting their remarkable and turbulent leadership transformation journey), exploring cities of the future with Siemens and spending time with various youth charities.
Spark was a chance for individuals to gain insight into how they collaborate with others, putting imagination into action to create sustainable change.
Brave New World..? completed the programme. This was a three-week virtual learning journey including a two-day face-to-face experience using Impact’s unique approach to virtual learning.
Participant leaders and their direct reports were surveyed about leadership, group dynamics, performance, and wellbeing and the programme delivered up to 10% increases in the areas of job satisfaction, teams and leadership and 4% increase in work productivity. The results also showed 10% increase in employees feeling supported in the workplace, and 10% increase in positive team relationships for both participants and their direct reports. Participants experienced a 4.6% increase in their transformational leadership skills, with a 5.7% increase in identity leadership.