Santander is one of the UK's leading personal financial services companies with nearly 20,000 employees, 807branches and 14 million active customers.

Solution ResultsAbout Objective

Developing leadership agility for digital disruption

Case study

www.impactinternational.com

An innovative 12-month programme

to equip game-changing, influential

leaders with the skills to spark

widescale organisational change.

Impact facilitated two leadership

modules for experienced managers

who have strong leadership skills but

need to enhance their leadership

agility to adapt to the rapidly

changing financial services

environment.

Based on three themes of Learning,

Imagination and Change, the programme incorporates an immersive virtual learning module including remotely activated social learning and a fast-paced face-to-face module to explore digital change in other industries.

Results demonstrate behavioural change throughout the seven cohorts of twenty-four participants. Building the personal skills and mindsets helped participants to make the changes needed to fulfil Santander’s 2025 strategic objectives.

In the midst of a quickly changing banking industry, with disruption both inside the industry and competition from new entrants, Santander recognised the need for widescale organisational change.

They needed to support the workforce in preparing for constant workplace agility and digital disruption. The workplace needed to adapt to:

§ enhance personal and digital leadership capabilities

§ incorporate an agile leadership culture

§ embrace a smarter working ethos § manage or influence diverse,

virtual teams.

In the face of such technological change Santander increasingly value humanity, individuality, kindness, gratitude, empathy and happiness.

Santander partnered with Impact to disrupt ‘business as usual’ by running the very first and last modules of the programme. The overarching i25 objective is to encourage leaders to facilitate the use and development of digital tools and technology as part of the 2025 strategy.

Framing the 12-month learning journey, Impact delivered the initial module “Spark” and concluding module “Brave New World..?”

The Spark propelled participants into other worlds and industries to explore the effects of technological change through a rich mix of input, real-time challenges, projects, discussion and reflection. Participants examined what change means in sport by visiting Leicester City football club (recounting their remarkable and turbulent leadership transformation journey) and explored cities of the future with Siemens and various youth charities.

Spark is a chance for individuals to gain insight into how they collaborate with others, putting imagination into action to create sustainable change.

Brave New World..? completes the programme with a three week virtual learning journey including a two day face-to-face experience using Impact’s unique approach to virtual learning.

RASL© (Remotely Activated Social Learning – translating knowledge into action and results online through social learning, business projects and real life application) DASL© (Directly Activated Social Learning - bringing people together for live online events and challenging learning experiences such as simulations and masterclasses).

Participant leaders and their direct reports were surveyed about leadership, group dynamics, performance, and wellbeing, with the following behavioural change results:

Job Satisfaction

3.4% increase in participant job satisfaction.

4.4% increase in job satisfaction for their direct reports.

Productivity

3.8% increase in productivity -reflecting self-rating of output/work produced by participants in their job.

Team

10% increase in direct reports feeling supported in the workplace and that they can ask others for advice.

10% increase in group dynamic scores, with a stronger sense of togetherness and positive relationship between job satisfaction and social support in both participants and their direct reports.

Leadership

4.6% increase in participants ‘transformational leadership’ skills -leadership that focuses on a vision and executes change through inspiration.

5.7% increase in ‘identity leadership’ – developing a strong sense of togetherness in a team - judged by participants’ direct reports.

“Impact deliver long lasting change,

by crafting something truly

inspirational and truly different to

what anyone else is offering.”

Michael Durrant

Learning Consultant

“After each interaction with Impact

we have made profound changes in

what we do.”

Robert Ashcroft

Head of Learning Strategy

“Unlike any training I’ve ever done.

Testing and thought provoking.”

“The most practical application I

have ever had from a training

course - that was what made it

so outstanding.”