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Development of a high performance culture within T-mobile

Winner in Human Resources category


Building a high performing leadership team

In 2006 mobile network T-mobile’s senior leadership team was faced with defining and agreeing a new strategy. To enable the team to effectively deliver a new vision a decision was made to engage Deloitte to improve the performance culture within the organisation.

It began with a tailored leadership programme for their senior leadership team that would fine tune how the team worked by bringing them closer together, enable each of them to gain an appreciation of their different leadership styles and establish a common understanding of T-mobile’s strategic vision.

Clarity of role

Deloitte partner Nick Owen who jointly led the project said: “This award is recognition of the increasingly strong capabilities within Deloitte’s human capital practice and the hard work we all put into this project. T-mobile’s leadership team were understandably under considerable pressure to deliver. We began by establishing clear lines of accountability within the team and clarity of role. And then a process that made it possible to achieve faster and clearer decision making which is critical to the successful execution of strategy.”

Jim Hyde, T-mobile’s CEO commenting on the project said: “Deloitte developed a bespoke 360º process and used other tools to provide all the leaders with a clear understanding of who they were and how they needed to work with the rest of the senior leadership team. In particular their work on developing team roles has added considerable value.”

For further information, download the case study  Building a high performing leadership team. (PDF, 128KB)

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