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HOW TO GET YOUR TRANSFORMATION OFF THE GROUND AND FLYING ✈️
By Andrew Kilshaw, Founding Partner
Throughout my career, I’ve spent significant time leading transformations in many different industries, with global impact in complex industries.
And, having led global transformations and teams, I’ve also spent a lot of time on planes....
So how can we translate lessons from aviation to transformation?
Co-owned a holistic enterprise approach to healthy organizational transformation with Head of Strategy, under the supervision of the Risk Committee.
- Establishing a TMO to manage the "airspace" and monitor the health of transformation initiatives
- Created strong feedback loops on transformation health, through targeted employeye listening
- Developed and deployed a change standard and toolkit, to equip and upskill transformation teams globally.
- Designed and deployed transformation training - for executives, leaders, managers and employees - to thrive in change.
Faced with the challenges of the pandemic, I led the Downstream business (£300B Revenue) Transformation Office, implementing an unprecedented shift in operating model, culture and cost structure.
Leading a multi-disciplinary transformation network of 200+ employees, we successfully transformed a complex business comprising Retail, Commercial, Trading & Supply, Chemicals and Manufacturing in 15 months, contributing significantly to $4B group reductions in operating costs.
The new operating model powers a sectoral approach to de-carbonization, with a culture of simplification, agility, accountability and continuous improvement to reach Ultimate Potential.
Led several global enterprise transformations:
- Designed and established first global integrated digital function (2k employees) to accelerate digital capabilities.
- Created a 3-year strategy for the Jordan Brand (which I pitched to MJ! 🏀🏆🏆🏆🏆🏆🏆🏆🏆🏆🏆), and led the subsequent transformation ($6.5B revenues).
- Embedded the Consumer Direct Offense strategy within Asia-Pacific & Latin America (8k employees, $6.5B revenues).
- Created and activated a Global Learning organization, as first-ever CLO
Spearheaded several initiatives across Barclays Global Investors (BGI) and through the merger with BlackRock:
- Managed Commercial & HR integration workstreams across the merger with BlackRock.
- Performed an innovation diagnostic for the iShares business, which scaled in to an innovation transformation program which I was appointed to lead.
- Established a Learning & Performance organization, upskilling all employees and driving a new performance culture.
