Clashing Leadership Teams


A large utility organisation had awarded a ten-year outsourcing arrangement to a services supplier, based on a comprehensive contract that was agreed by business leaders no longer involved in the leadership of the resulting partnership.

The senior project teams for both companies were interpreting the contract in different ways which had led to complications, failures, blame and lack of trust. Multiple problems were now resulting in both sides failing to meet their targets and the outsourcing arrangement was under threat.


Interviews with all members of both leadership teams led to an anonymised report that clearly highlighted the key issues. A programme of workshops that enabled some deep relationship reparation and team development work led to meaningful discussions informed by the anonymised report. New agreements regarding the interpretation of the contract and collaboration were put in place.

The fences came down and the teams were able to align around the purpose of the outsourcing arrangement, to secure benefit for both organisations.

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