Telefónica is a global brand that was in need of an engaging tool to accelerate team development when gathering employees from all corners of the world. TetraMap became its solution and has since become a company-wide model for ongoing team strategising, building, and conversations.
Telefónica UK is one of the businesses within Telefónica Global – one of the largest digital communications companies in the world with over 300 million customers and 300,000 employees spanning 26 different countries. Telefónica operates a variety of commercial brands globally to represent its mobile, landline, internet, and television telecommunications services. These brands include Movistar in Spain and Central and South America, O2 in Europe and Vivo in Brazil. In the UK, Telefónica employs approximately 7500 staff members. The company aims to be “the most trusted provider of brilliant digital experiences for our customer”.
TetraMap was originally introduced to Telefónica at the leadership development programme in Barcelona in January 2012. It has since become integrated into Telefónica UK to maintain consistency across the business. Last year, 20 employees within the UK Learning and Development department of Telefónica became Certified TetraMap Facilitators. As a result, over 400 employees have attended TetraMap workshops to date. The model continues to engage individuals by helping them with team building, new team formation, reducing conflict, and managing and leading others. Moving forward, TetraMap will also be used as a key component in Performance Coaching and Managing Change.
Simon Pocock, Senior Leadership Development Consultant and member of the Leadership Development team, has noted that TetraMap has continued value as employees use the model regularly in team meetings and discussions. “The People Change team have already committed to bringing TetraMap discussions back into their team meeting, having already gone through the instrument. Often with profiling tools, people enjoy the experience, leave the room and then forget about it. Not so with People Change – it’s had enough of an impact that they have mentally committed to continue working with it as a team,” he said. Amongst other teams, Pocock has seen the tool being used as a platform of understanding that provides a common language to recognize differences. “As part of a wider team event, the Senior Communications Team found the tool a fabulous way to begin understanding and appreciating other’s preferences and they still use the language in their day-to-day conversations,” he adds.