Building resilience and capability: Shaping the future of Morgan Sindall Construction

The programme has definitely made them think differently, but it’s also encouraged them to work together more and leverage each other’s strengths. When the group first met, hardly anyone knew more than two or three people, and now they are at ease working with each other and feel comfortable with talking across regions and sharing. They respect each other, and are really open. The benefit we have in Morgan Sindall is that, because we are decentralised, we have the agility to move forward quite quickly with what we think is right for our division. So the work we have undertaken with Cranfield is a conversation between me and Pat – and I think that’s been a massive part of our success here. Lots of larger businesses have such a huge centralised operating model that it’s very difficult to get everyone on board. A lot of businesses are going down the apprenticeship levy route where you have to follow a structure and a process, but the amount of work the participants have to do on top of their day job is exhausting. We decided we would be better off investing in what we knew was absolute learning and allowing our people to learn and apply as they went along. There’s also an absolute energy, enthusiasm and hunger behind this. This is a real project that we’ve asked our people to be involved in that is ultimately going to add huge value to the business.

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