bChannels

Discover how OPP consultants helped an organisation define and develop their leadership

bChannels is a specialist in the design and management of indirect routes to the partner market for global technology companies – it researches and supports suppliers on how to find and the reach their customers. Established in 2004 in Oxford, the company has expanded quickly and now has a global presence

bChannels

Project background

bChannels started as a small consultancy of four people and has grown into a global business of 130 employees, with offices in Oxford, the US, Malaysia, and Australia.

The company has enjoyed significant growth and has an ambitious five-year global expansion plan. To meet its targets, it needs to be reliant not just on the owner-managers but the leadership team as a whole – that is, the senior and the executive leadership levels. 

bChannels has achieved a scale which needs a framework where future leaders can step up and take responsibility.

To do this properly, bChannels were aware that they needed to avoid being inward looking. They wanted an external viewpoint to help them to assess their own understanding of leadership, and they wanted input from a development partner – someone with breadth of experience with other companies, access to market research, and full knowledge of best-practice methods in this field. bChannels needed to ‘know what they didn’t know.’

This is how the conversation started with OPP. bChannels wanted a new leadership model.

The solution

OPP Principal Consultant Katy Lyne, who led the development programme, started by asking bChannels, ‘What does successful leadership look like?’ Answering this question would help everyone to identify where the success criteria were being met (and not being met) so that a new definition of good leadership could be made for people to grow into.

OPP’s first step was to bring more people into the discussion. Katy met with the leadership team, the board and the investors to understand the business and its future plans fully. From this came an eight-point framework of bChannels competencies, which informed a development programme and could also be used in performance management and selection. The development programme included the MBTI instrument and 360 feedback, and modules such as:

  • Introduction to leadership
  • Leading the self
  • Leading others and leading the organisation

Anna Hewitt, bChannels Head of People, said, “The bChannels organisational culture has been quite task focused, and we haven’t necessarily looked at how we do the things we do. MBTI gives us a language to articulate preference and explain why people do things the way that they do. It also helps us to use ‘the other hand’, the other preference. This became part of the development activities – learning how to flex. The focal areas were around understanding other perspectives, trying to be outwardly collaborative and less reflective or inward looking, and to be more collaborative for problem-solving. We also learned to understand other people’s strengths and when to bring them in to conversations.”

Organisational initiative emerged as a key development area, so each leader was invited to create their own plan to submit for discussion.

Results

Although the development programme is not yet complete, Mark Truby, bChannels Group Finance Director, is very positive about it and optimistic about the impact on the future of the company. “I do a lot of one-to-one work and mentoring for leaders, and there is a clear understanding that they have a much bigger impact on the business’s success than they had previously thought. They now see themselves as leaders and influencers, rather than being in functional roles.”

Anna found that Katy’s sessions on authentic leadership were especially revealing. “This really resonated with the group. They saw that good leadership is not about having to be a certain type of leader. The best thing to be is the best version of yourself, and Katy showed that this programme is a supportive process for self development – we don’t chase an external ‘ideal’.” 

For Mark, there were two big takeaways. One was to treat bChannels people like clients. “People are our business. We are a consultancy – we don’t have products – so our approach to clients is that we inspire, we guide and we grow their business, but we had not placed enough emphasis on doing this with our own people. The leadership programme helped us to realise this.”

The second point refers to the way the development was handled: research and collaboration were insisted upon, and this led to a tailored programme that was specific to the leadership needs of bChannels.

 “OPP really understood the practical needs of our business,” said Mark. “They were flexible in the way the programme was implemented to make sure that it worked for us, but they also gave great insight. They’ve been invaluable in creating trust.”

The bChannels leadership development programme continues into 2017.

This really resonated with the group. They saw that good leadership is not about having to be a certain type of leader.

Anna HewittHead of People. bChannels

Business needs

  • Definition of successful leadership
  • New leadership framework that fits the business and its future growth targets 
  • Ability to develop and inspire current and future leaders from within the company

Tools used

  • MBTI Step I

Business benefits

  • Development programme that is tailored builds trust at all levels
  • Awareness of self and others leads to improved management and leadership style
  • Creates an opportunity to reflect on people, not just tasks

Related case study

Discover how collaboration was forged from diversity

York MinsterRead the full National Church Institutions case study

Next steps

You do it yourself

Create your own solutions by becoming a qualified practitioner in one of our tools

We do it for you

Get in touch with our Consultancy team, who offer bespoke assessment and development

We do it with you

Our experienced consultants can work with you on a solution, once you are a trained practitioner