Global Collaboration and Business Development

Weir Plc

BACKGROUND:

Weir Plc employs over 13,000 people in more than 70 countries. With 140 years of engineering experience the organisation now has a significant global footprint.

Weir says of itself: “As a leading engineering solutions business, The Weir Group has a clearly defined strategy to build market presence and deliver outstanding products and services from a platform of operational excellence and customer focus. This is supported by our continuing commitment to operating disciplines throughout the business and to the development of our people. Customer focus is a precondition for sustainable growth. We prioritise customer focus and customer relationships through our three principal drivers of growth – innovative action, a collaborative mindset and global capability.”

Weir asked VBL to help them bring the knowledge and experience together from three geographical regions, the USA, Europe and Asia so they could work collaboratively and successfully compete in the nuclear valves market.

SOLUTION:

Weir formed a Nuclear Forum, a cross-cultural group that included key people from all three regions. VBL was asked to facilitate two initial meetings for the Forum in Paris and London that focussed on:

  • confirming the vision for the Forum,
  • gaining the commitment of the Forum members to that vision,
  • building relationships in the Forum based on mutual trust, respect and support,
  • developing a Forum action plan that would engage the Weir Group and the different country businesses.

In these meetings VBL focussed on developing the right relationships in the Forum so they could have the open conversations needed to identify the opportunities for Weir and clear the way of anything that would interfere with their performance.

In addition VBL has given one-to-one Executive coaching support to the Global Nuclear Leader of the Forum and additional key members of the Forum’s leadership Team.

OUTCOMES:

There is now a more open dialogue between the three regions enabling them to create a clearer vision and strategy for nuclear in the organisation. This increased trust and support has led to increased collaboration on major projects in the nuclear valves market resulting in greater penetration of the nuclear market and increased revenues. The Leadership team also has the full support of their strategy from the Executive Leadership Team in Weir.