Sign up to save your podcasts
Or
Share From Policeman to Business Partner: Changing the Culture
Share to email
Share to Facebook
Share to X
Share to email
Share to Facebook
Share to X
Or
From Policeman to Business Partner: Changing the Culture
In this case study, George Wheaton, CFO, (not his real name) embarked on a journey to change the image of the accounting and finance from that of policeman to a one of supporting the business. Everything was up for discussion - the structure , processes, roles and responsibilities, and use of new skills. The overarching objective was to change the culture by aligning the F&A organization with the business units for more effective decision making . For every ten culture change initiatives that fail, George Wheaton was the one that succeeded.
CASE NOTES
Case Study: Strategic Talent Development at Real
Resources
This script studies the case of Real Resources and its CFO
George Wheaton. Faced with a rapidly evolving post-Covid business environment,
a retiring baby boomers population, and a distinct view of work by new workers,
Wheaton initiated a strategic transformational initiative.
Wheaton's quest aimed to transition the finance and
accounting department's image from that of a 'policeman' to that of a valuable
business partner. The transformation focused on not just changing the
department's culture but also attracting, developing, and retain talent,
positioning finance as a vital part of the decision-making process. Challenges
included overcoming organizational inertia, generational differences, and
short-term thinking.
Real Resources implemented various strategies for this
transformation, including fostering a talent development culture based on
specific behaviors, a structured recruitment and selection process, on-boarding
through clarifying expectations, and the crucial role of ongoing coaching and
mentoring.
The final sections of the case study discuss approaches to
employee retention and separation, demonstrating that managing talent is a
holistic process. The script concludes by contemplating study questions
surrounding the initiative, its implementation, the role of leadership, and
potential vulnerabilities.
View all episodes
By Ladderburners
5
11 ratings
In this case study, George Wheaton, CFO, (not his real name) embarked on a journey to change the image of the accounting and finance from that of policeman to a one of supporting the business. Everything was up for discussion - the structure , processes, roles and responsibilities, and use of new skills. The overarching objective was to change the culture by aligning the F&A organization with the business units for more effective decision making . For every ten culture change initiatives that fail, George Wheaton was the one that succeeded.
CASE NOTES
Case Study: Strategic Talent Development at Real
Resources
This script studies the case of Real Resources and its CFO
George Wheaton. Faced with a rapidly evolving post-Covid business environment,
a retiring baby boomers population, and a distinct view of work by new workers,
Wheaton initiated a strategic transformational initiative.
Wheaton's quest aimed to transition the finance and
accounting department's image from that of a 'policeman' to that of a valuable
business partner. The transformation focused on not just changing the
department's culture but also attracting, developing, and retain talent,
positioning finance as a vital part of the decision-making process. Challenges
included overcoming organizational inertia, generational differences, and
short-term thinking.
Real Resources implemented various strategies for this
transformation, including fostering a talent development culture based on
specific behaviors, a structured recruitment and selection process, on-boarding
through clarifying expectations, and the crucial role of ongoing coaching and
mentoring.
The final sections of the case study discuss approaches to
employee retention and separation, demonstrating that managing talent is a
holistic process. The script concludes by contemplating study questions
surrounding the initiative, its implementation, the role of leadership, and
potential vulnerabilities.