Crossland approached its work with CIS in three phases. To begin, Crossland immersed itself in a learning phase, participating in strategic planning meetings and engaging in conversations with CIS’s partners and leadership team. By carefully listening to the nuanced dialogue around the new strategy, Crossland was able to quickly understand what the organizational requirements for the strategy would be and provide a seamless transition between the strategic planning and organizational design processes. In addition to engaging upfront with CIS to learn and observe, Crossland also used the opportunity of this phase to perform a skills inventory for all staff members.
During the implementation phase, Crossland and CIS unpacked the work the organization needed to perform in order to realize its strategic aspirations and then assessed the readiness of the systems, processes, culture, skills/talent, and leadership to effectively perform in those roles. As is key to any organizational design work, we began by ensuring that there was clarity and agreement among leaders and staff members about what was needed to successfully implement the new strategy and manage continued growth.
In the final phase of this engagement, we worked with the CIS leadership team to apply the discipline and tools necessary to execute the operational blueprint we had co-created. As part of that execution, we offered leadership coaching support to high-potential leaders, and we also continued to partner with the organization on advancing the cultural shifts required to deliver its desired impact. Most important, we helped staff members discover, articulate, and plan for how they could bring their highest and greatest value to CIS and the individuals and communities that benefit from its work.