The challenge

• Rexam was the world’s second largest can manufacturer, producing some 60 billion cans for customers including Carlsberg, Coca-Cola, Red Bull and Pepsico. In February 2015, the company accepted a proposed purchase offer from their largest competitor, kicking off 15 months of competition investigations by US and European authorities. Only once regulatory approval had been received would Rexam know if the deal could go ahead.

• Across the globe, critical performance targets still needed to be met during a lengthy period of uncertainty. The challenge for Rexam was to motivate and retain its people through the investigation period andcontinue to deliver BAU.

• Leaders had to find new ways to lead and engage in a highly ambiguous situation and have different conversations that deepened commitment and connections with their people. Employees clearly needed support in handling their feelings and reactions to the news

• Individuals, and the organisation as a whole, needed to prepare for the change by building the foundations needed to successfully navigate any subsequent integration.

The solution

• Over an 11-week period, we developed and introduced an integrated solution comprising leadership workshops and an online toolkit.

• Both the toolkit and the workshops provided practical tools and techniques to enable leaders to understand, inspire and motivate people to achieve stretch targets during the transition and focused on:

  • Exploring and understanding personal reaction to the transition and the reactions of others

  • Managing and constructively addressing personal reaction and those of others

  • Building personal resilience and helping others to do the same

  • Motivating and inspiring self and others

• The workshops were highly experiential and used ‘real work’ as the basis for learning. They drew on well-researched, practical models and approaches that were integrated with Rexam’s existing model of leadership behaviours.

• The toolkit was highly practical and comprised core models, tools, videos, questionnaires, and guidelines. Its purpose was to help people make sense of their experience and move to positive action. To endorse the toolkit and increase its validity, senior leaders and employees were used in creating the video and other content.

• Different geographical and business needs were obtained through regular dialogue, input and feedback from an internal global change network, which also ensured the toolkit evolved to meet changing needs through continuous feedback.

• After the workshops, WDI completed a detailed cultural ‘observations and opportunities’ review, culminating in the submission of a comprehensive report to complete the learning cycle and maximise the ongoing benefit for Rexam.

The results

• Globally, leaders, managers and employees had easy access to a world-class set of practical tools and techniques to help them mitigate the impact of uncertainty and anxiety. Additionally, leaders who participated in the workshops gained a shared experience and developed consistent language and learning.

• The business maintained the focus of its people during the transition and achieved its performance targets.

• Leaders and managers have new and different ways of maintaining or deepening the trust between them and their people – different conversations could be had.

• WDI’s highly collaborative and trusting relationship with the client meant that we were quickly able to co-create a solution that met the needs of the business and its leadership.