The transformation of the culture within Samala, a Danish start-up company specializing in educational programs for children and young people.
Problem
After a successful launch and significant growth two years ago, top management has received increasing feedback from managers seeking a clearer direction, improving collaboration between teams and locations, and aligning the objectives of the organizational roles based on the specific value being created.
Project success criteria: Mobilization of all employees in the change management process.
Action
The first focus was on leadership development so the leaders were able to drive change and ensure maximum commitment, development, and results.
The training was conducted in a blended learning format segmented into five themes based on The Five Basic Needs of Employees. For every theme, there was a digital pre-training, a face-to-face session and a digital follow-up to anchor and apply the lessons. Leaders also shared stories and experiences on a social board.
We placed a strong emphasis on knowledge sharing, keeping commitments, and implementing a new collaborative culture.
Result
The face-to-face training combined with curated microlearning provided a great return on investment. Participants arrived "dressed and warmed up" for the face-to-face training, and the digital follow-up ensured actual behavior change based on the knowledge gained before and in trainings.
The client said, "The opportunity for social learning and buddy talks before and between the face-to-face training increased overall commitment as well as the learning curve."