Shifting the culture and leadership behaviours to accelerate performance
Business four zero reckitt
75%
increase in people feeling positive impact of new leadership behaviours
118%
increase in confidence in talking about the new strategy

Reckitt had an iconic culture- iconically tough. Some of the behaviours that had previously driven rapid growth were now causing issues, undermining business reputation and damaging investor confidence. The new CEO called on us to transform the culture by getting every leader to actually operate differently in the work under pressure.

Our approach
  1. Change but keep our edge
    2. Defined a set of behaviours that retained what was brilliant about Reckitt, and built new muscles geared for a new phase of growth, written in language that felt uniquely theirs.
  2. Saying what needs to be said
    3. Created several global events that brought all their leaders together to connect the dots between the strategy, their impact as leaders and ultimately the culture within their teams. Ensuring that leaders left it all out on the table, said what needed to be said and took ownership for the new behaviours was key.
  3. Behaviour change in the work
    4. Immersed leadership teams in a behavioural change process to identify how and where the behaviours would unlock performance and designed specific actions that would create the change.
  4. Crack the hard cases
    5. Worked with specific divisional and functional leadership teams to use the behaviours to unlock immediate performance gains in challenging context.
“Thank you for helping restore the soul of Reckitt”
Laxman Narasimhan, Former CEO Reckitt (now Starbucks CEO)