Sector: NGO transitioning some livelihoods projects to Social Businesses
Company size: Around 65 staff with 20 in management roles
Location: Riftvalley, Kenya
Situation to address:
- Little clarity on how to drive the business across the team
- Fear in the team of loosing the “family culture” during transition
- Need for a mindset shift: from grant receiving implementers to entrepreneurial business owners
edge engagement (4 months):
- Who is on board team mapping to identify strenghths to leverage on during the shift. Identified the gaps to be filled.
- Talent reallocation to right people on the right jobs. Conversation around intrisic drivers and allocation matching role requirements.
- 4 skill workshops around feedback, team communication, strategic thinking and business modelling.
- 85% of staff gained more clarity and ownership of their roles.
- Increased ownership contributed to detection of theft through staff.
- Consciously hired a very creative and extroverted program manager to create a more balanced and diverse management team.
- Better understanding on social enterprises reducing tension and fear of failure.