Strengthening middle management capacity in tech

The client
Our client on this assignment was a leading mobile network operator, who for over two years, was under pressure to deliver on various regulator-set performance targets that it seemed was compromising the business' performance in all other areas.
Being a technically-oriented company, day-to-day emphasis clearly favoured technical concerns.  The fact that leadership and business management capabilities were considerably underdeveloped in this company quickly eroded the many gains that the business made in its technical areas, with a direct impact on the bottom line.  It was clear that to raise the level of service quality, grow the profitable business lines, and to optimise asset utilisation all round, there was need there was need to develop middle-management capabilities in various, non-technical areas of leadership and business management.
Client requirements
With a staff of over 1,200, the objective of strengthening middle-management capacity in various, non-technical areas of was to ease the burden that senior management – most of who were technical anyway – was carrying in day-to-day operations.
Our approach
Working in close consultation with the client, we developed a broad-based leadership and business management programme, which we conducted for an estimated two hundred (200) senior and middle-management staff.
The programme covered the following, among other areas of specific interest  to the client:
i.    Development of business unit strategy
ii.   Leadership
iii.  Approaches to  decision-making in a corporate environment
iv.   Delegation
v.    Communication
vi.   Team development
vii.  Performance management
Significant outcomes
Considerable realignment of roles followed this training, with middle managers taking a more strategic view of their business units, finding more to delegate, and taking up performance management as a key responsibility at their level.  This had a considerable effect on the results that the company's business units achieved.
Communication and teamwork were also significantly enhanced, and teams were able to pursue shared objectives with greater efficiency.  Project costs in particular went down, staff motivation improved, and up to 32% of middle-level managers went on to take up senior management roles in the business over a period of three years.

ARTEMIS Transition Partners

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