• Greater engagement around shared goals through team sessions that foster connection and make each contribution in the chain visible.
• Insight and clarity by making underlying dynamics discussable, taking action, and monitoring progress.
• Process improvements that reduce complexity and enhance collaboration.
• New ways of working through clear agreements and open conversations, embraced by the entire team.
Our client Vitens, the largest Dutch drinking water company, wanted to improve the collaboration between two teams: the back office and the field service. Due to rapid developments and high workloads, employee satisfaction had declined. To restore smooth operations, more was needed than just process optimization - the people side of change also required attention.
An integrated approach with the Head & Heart model
Together with the Management Team, we launched a team development initiative based on our Head & Heart transformation model. This model combines the structural side of change (processes, roles, KPIs) with the cultural side (connection, communication, behavior & development).
From analysis to action
We started with a thorough analysis of the situation: Interviews with managers, team members, and other stakeholders; Process observations and Day In the Life Of (DILO) days; Research into bottlenecks and opportunities to improve. Based on these insights, we developed a tailored implementation plan with targeted interventions addressing both structural and cultural elements. This consisted of six concrete improvement initiatives:
"Been MC brings momentum, depth, and connection. They make you think and act, with sharpness, warmth, and a touch of humor. Organizational development with character!"
Marije IJszenga, Manager Operations
1. Process optimization
More efficient workflows and enabling conditions to reduce complexity for the planners and onboard new employees faster. A roadmap was developed in collaboration with the IT team to improve IT solutions and change management.
2. Clear roles & role consistency
Defined responsibilities and agreements foster greater ownership and improved collaboration within and between teams.
3. KPI realignment
A new dashboard supports steering toward shared results and team experience. These bottom-up KPIs complement strategic KPIs and departmental plans. The new dashboard includes measuring the experience of employees to make their voices heard. This provided management with insight into the functioning of processes as well as the work experience, resulting in various improvements such as a daily coffee break.
4. Team building
Sessions focused on connection, trust, and strengthening the shared purpose. Managers, coordinators, and team members were guided through the next phase of team development: forming, storming, norming, and performing.
5. Effective team meetings
Regular and open communication enhances collaboration and a positive work environment. A yearly calendar was created for team meetings across all five locations and with the entire team.
6. Behavior & Skills development
Focus on desired behaviors, role models, and personal growth through sessions on personal drives, time management, and giving & receiving feedback.
Working together toward shared goals
This approach led to a noticeable improvement in collaboration, with increased engagement around shared goals and the adoption of new ways of working. The team spirit has improved and there is more connection within and between the teams. A roadmap was developed to continue this progress, with concrete steps supported by both the work floor and management.
"Great to see how the KPI dashboard provides the MT and teams with insights into processes, employee experience, and balance, creating space for connection and a positive atmosphere."
