A programme that had been intended to make a step change in the sales of a professional services company needed revitalising. After nearly two years of considerable effort and expenditure all that had been achieved were very modest incremental changes to process and an angry and frustrated board.

It was clear that the vision had remained within the senior management team, with little engagement from middle management or from the large group of knowledge workers that made up the staff. This lack of engagement was because of the highly directive style of leadership, that, while powerful in normal operational environments, was proving ineffective in transformational change.

A series of forums were created and participation encouraged – which was grudging and suspicious at first, but when it was accepted that the leadership was in earnest and had changed behaviours, became enthusiastic. By dissolving, and in some special cases creating, both real and imaginary boundaries, of power, process and politics, the company began to benefit from the impact of many minds working on the same problem within a shared vision. Sales leapt in response and the programme – re-invigorated – delivered to its vision.