• Intensive collaboration with the central GOS team (6 people, across 3 continents)
• Created insight into communication styles and team dynamics
• Guided the transition from central to regional ownership
• Developed practical tools for cross-cultural collaboration
ofi set ambitious CO₂e reduction targets for its own global operations through Choices for Change. The structure to steer this was already in place: an OGSM as the strategic compass, KPIs to measure progress, and a fixed quarterly rhythm. The logical next step was to strengthen the team in order to accelerate this ambition together.
The Global Operations Sustainability (GOS) team consists of six people spread across three continents. They are the link between global strategy and execution in regions and factories. The GOS team is the conductor of a global orchestra: they provide direction, but each region and factory must deliver locally.
The challenge
The team was facing a fundamental shift: from 100% central steering to regional ownership. This meant not only handing over responsibilities, but also clarifying boundaries and roles. At the same time, the international team composition with colleagues in Europe, Asia and the US—brought together different communication styles and expectations.
Our approach
We focused on the human side of change: how this team works together, how they communicate, and what is needed for a small central team to be effective in a global organisation.
"This process confirmed for us that the softer side of change is essential for success. By paying more deliberate attention to collaboration and communication, we have developed greater trust, ownership and calm as a team. As a result, we are able to create impact more quickly and deliver our strategy more effectively."
Susanne Folkerts, VP Sustainability & Environment
Understanding how the team collaborates.
We did not start with models, but with conversations. How do team members interact? Where are the blind spots? Not only what is discussed, but especially how it is discussed and what remains unsaid.
Working on both strategy and team development.
In working sessions, we combined content and collaboration. We worked on strategy and priorities, while also creating space for dialogue and exchange. This delivered more than just a plan: the team developed shared ownership and a stronger understanding of each other’s perspectives.
Making cross-cultural collaboration discussable.
We explored the influence of culture and communication styles on collaboration and decision-making. How do you ensure that the central team and regional leads work in the same way, even when the context differs completely from one region to another?
Result
A team that collaborates more consciously, communicates more effectively, and takes clearer ownership. There is greater mutual trust and openness. There is also clarity about the boundaries between central and regional responsibilities. Alignment on communication styles and expectations has improved. Ownership is no longer just on paper, but is truly embedded in daily practice. This forms a crucial step towards not only developing the strategy, but also delivering on it together.
"Meet them where they are is the starting point to align key stakeholders on CO₂e-reduction and make change happen together."
Schiphol Infrastructure | Strengthening steering on maintenance and replacement
How we work together with Schiphol Infrastructure on greater coherence, insight and more explicit choices in the maintenance and replacement portfolio.
