Hyper-Performing Teams18-month journeyGlobal; People and Culture Leadership Team
From HR leadership team to enterprise leadership team.
Partnering with Frasers Property’s Group CHRO and People and Culture Leadership Team to build a more aligned, interdependent and enterprise-minded team, equipped to help lead the One Frasers transformation.
The impact
Real results. Lasting change.
18 months
sustained team transformation
One enterprise PCLT: aligned behind One Frasers
Stronger trust, challenge and collaboration: across markets and functions
- Group CHRO and People and Culture Leadership Team (PCLT)
- markets and functions
Becoming the team the transformation needed.
As Frasers Property progressed its One Frasers strategy, the People and Culture Leadership Team needed to evolve alongside it. The opportunity was to move beyond a group of strong functional and market leaders towards a genuinely interdependent enterprise team: one able to think horizontally, challenge constructively, make decisions collectively and influence culture, talent and performance across the organisation. This required not another HR initiative, but a shift in how the team itself operated and led.
An 18-month journey from insight to new ways of working.
CorporateDNA designed an 18-month, multi-modal team transformation journey combining immersive team modules, 360° feedback, individual coaching, group coaching, mastery sessions and regular team check-ins. Alongside the leadership work, a series of Action Learning Labs put real Frasers business and organisational challenges into the room, requiring leaders to practise new behaviours while solving live problems together. The journey continually connected the team’s Inner Game (trust, candour, assumptions and leadership behaviour) with its Outer Game of priorities, decisions, collaboration and enterprise impact.
CorporateDNA services
- Hyper-Performing Teams
- HRLT Effectiveness
- Executive Coaching
- 360° Feedback
- Action Learning
- Leadership Development
More trust. More candour. More enterprise.
Over 18 months, the PCLT developed stronger trust and connection, greater candour and a clearer sense of collective accountability. Leaders became more willing to surface assumptions, challenge one another constructively and work across geographic and functional boundaries. Decision-making became more collective and the team increasingly shifted from representing individual markets or disciplines to asking “What is right for One Frasers?” The result was a P&C leadership team better able to operate as an enterprise partner in shaping culture, talent, transformation and performance.
Four pillars: 1. Trust and Candour: building the trust to surface difficult issues, test assumptions and challenge without damaging relationships. 2. Collective Accountability: moving from “my function/my market” towards shared ownership for enterprise outcomes. 3. Horizontal Collaboration: strengthening how leaders work across geographies, cultures and disciplines rather than through vertical silos. 4. Enterprise Influence: elevating P&C from supporting the business to actively shaping culture, talent, performance and transformation.
This journey helped us step up as an enterprise PCLT: not just as strong individuals, but as a high-performing team that trusts and supports one another.” Vicki Ng, Group Chief People Officer, Frasers Property Limited
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