GERMAN BANK
A five-person IT leadership team, fresh from an acquisition, in a different culture from the rest of the bank. Over two days we sorted out how they lead their team: the goal, the rhythm of work, the ground rules for working with other departments and building the team's visibility across the organisation.
The result: the managers left with a concrete way of leading their team, and a position from which they drive the integration themselves rather than waiting on head office.


