Management Team

Teligent Management Team Use Gazing To Help Develop UK Business

It is a truism of modern management thinking, that if a company’s management is to deliver a business plan capable of meeting the company’s objectives then they must first understand what those objectives are, and secondly, to believe in them. If either of these ‘conditions’ are not met, then the business plan will fail. One company that was able to meet both conditions is Teligent, whose UK Managing Director brought in Gazing Performance Ltd to help his management team ‘take ownership’ of their plan and deliver it with impressive results.

What makes Teligent’s achievements doubly impressive is that they operate within the UK telecommunications industry, an industry sector that has seen unprecedented turbulence and volatility in recent times, which makes achieving any kind of business plan all the more remarkable.

Listed on the Stockholm Stock Exchange, Teligent offers telecommunications carriers and service providers advanced, comprehensive and flexible solutions in order to increase network usage and revenue streams. Since its formation in 1990 the company has become a pioneer in both the development of service platforms and the implementation of a wide and growing range of service applications. Its self-imposed mission is to ‘add value to network service providers by providing application based solutions on a service development platform’.
The company set up its UK office in 1994 to serve the many British and global players based in the UK. Mark Pilgrim, its UK MD joined the company some years later with a brief to help the company negotiate its way through what had become an increasingly precarious and volatile market. The way Mark saw it, for the company to operate successfully in such market conditions, it had to develop a business plan that the management team could believe in and saw themselves capable of delivering.

He said, “I knew that for any kind of plan to work, the existing team had to believe it was their idea so they could articulate the vision to the rest of the workforce and provide the necessary direction. The telecommunications industry is characterized by big companies attempting to execute global business plans, but these alienate the people that are expected to deliver them. I knew for Teligent to succeed, the management must feel emotionally attached to the Plan”.

Because of this ‘human’ dimension, calling in management consultants to help them formulate the plan was not an option and Mark turned instead to Gazing Performance Ltd. Mark had worked with trainers from Gazing in the past, and knew that their service would be appropriate for Teligent. Talking about his decision to employ them, Mark says simply, “I trusted them and knew that they would deliver something for the company and the individual. I knew that their training would help the management team to better understand themselves and out of that improved understanding, a workable plan would emerge”.

Gazing recommended that Teligent use its ‘Human Performance Model’ to help the company define its UK strategy. This particular training course is the cornerstone of the company’s training portfolio and the one that has achieved a considerable following amongst the many delegates who have been on the course. It is based on clearly addressing the ‘human’ factors that can undermine a person – or team’s – performance; in particular, it focuses on the mental processes that underpin a superior performance or an ‘under-performance’.