Our client had reached a difficult point in their relationship with a major supplier, with entrenched positions on both sides leading poor outcomes for all concerned.
There was initially a widespread view that, when the contract was retendered in a few months’ time, the problem would resolve itself if the supplier was replaced.
In discussions with a Sharpe Pritchard Strategy consultant, the team manager realised that even if a new supplier were to be selected, there was a significant risk that deeply ingrained behaviours in his own team could scupper the fresh start.
We led a series of activities with the team to allow them to think about what working practices and behaviours would be required to make a success from the new arrangements and to reflect upon what they personally needed to do to improve matters.
The whole team responded extraordinarily well to the programme and realised the extent of their own responsibility in making partnership working a success.
