Executive Team Effectiveness18+ monthsGlobal; Group Executive Committee plus Research, Design and Development (RDD)
Removing the organisational friction that slows innovation.
Partnering with Dyson’s Group CEO, Executive Committee and Research, Design and Development leadership to strengthen enterprise leadership, remove bottlenecks and create greater trust, flow and ownership across the innovation system.
The impact
Real results. Lasting change.
18+ months
sustained transformation
75+
Design and Product Managers engaged
ExCo → RDD: leadership change through the system
- Group CEO and Executive Committee
- RDD senior leadership
- 75+ Design and Product Managers
- UK and Asia
Brilliant functions don’t automatically create one enterprise.
Dyson’s Executive Committee brought together leaders accountable for major global functions and markets. The opportunity was to help them become more than a collection of highly capable functional leaders: a highly effective enterprise team, able to look beyond individual portfolios, navigate competing priorities and collectively lead Dyson as a whole. That same challenge of interdependence existed within Research, Design and Development (RDD), where the quality and speed of innovation depended on Research, Design and Development working seamlessly across disciplines, organisational layers and geographies, particularly the UK and Asia.
Working at the top, and deep inside the innovation system.
CorporateDNA partnered with the Group CEO and Executive Committee over an 18+ month journey, including four intensive sessions focused on the team’s Inner Game and Outer Game of Leadership: building trust, constructive challenge, collective accountability and an enterprise mindset. We were subsequently appointed to work within RDD, engaging its senior leadership alongside 75+ Design and Product Managers. Through deep pre-work, candid dialogue and multiple working sessions, we examined how performance, culture and decision-making flowed across Research, Design and Development, surfacing assumptions, difficult hand-offs, process friction and organisational bottlenecks. Leaders then worked together to redefine processes, strengthen alignment and create clearer accountability for how work moved through the system.
CorporateDNA services
- Executive Team Effectiveness
- Hyper-Performing Teams
- Culture and Transformation
- Organisational Effectiveness
- Leadership Development
- Executive Facilitation
Less friction. More flow. Greater collective ownership.
At Executive Committee level, the work strengthened the shift from leading individual functions and markets to collectively leading Dyson as an enterprise. Within RDD, engaging 75+ Design and Product Managers took the change beyond the senior team into the layers where products, priorities and decisions actually move. Greater trust and candour enabled issues to surface earlier; clearer processes and hand-offs reduced friction; and stronger alignment created greater empowerment and accountability. Most importantly, leaders strengthened a culture of collective ownership, taking responsibility not simply for their part of the innovation process, but for how the whole system performed.
Innovation doesn’t depend only on brilliant ideas. It depends on how brilliantly ideas, decisions and accountability move through the organisation.
Client quote
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