Bounty is the UK’s leading online provider of pregnancy and parenthood advice.
How can a team improve its own performance?
Bounty’s management had bought itself out and begun a journey of growth. Quite early on, the management team realised that they were under-achieving against their plan, failing to get traction in new areas and going backwards in existing ones.
We helped the leadership team to recognise that their behaviours pre-buyout and post-buyout hadn’t fundamentally changed. We challenged them to take real responsibility, as leaders, not managers, for the performance of the business.
Taking real responsibility
In an intensive program of workshops, we challenged the team define the best possible route to success for the business and to take responsibility for delivering the right programmes to deliver that success.
Importantly, we focused not just on what had to happen to achieve success but on why that might be difficult both organisationally and personally. We helped them devise strategies to overcome those difficulties and supported them when implementing those strategies was tough.
In the first year we worked with them Bounty narrowly missed their growth target; in year two they achieved it, after a struggle; in year three they cruised past an aggressive growth target and continued their upward trajectory over the following years, resulting in the profitable sale of the business to private equity.