Background 

One in three people born in the UK today are expected to develop dementia in their lifetime. With 1,800 employees and 6,000 volunteers, Alzheimer’s Society plays a crucial role in providing support, advocating for change and funding research for people living with dementia.

In 2021 it faced challenges from all sides, including lingering negative media coverage, low engagement results, a change in CEO and the impact of the Coronavirus. That year was about survival – but the charity also recognised the longer-term need to be more strategic, impact-driven and agile if it were to make a meaningful difference for those living with dementia.

However, its leadership structure of a small executive leadership team (ELT) of just six people and a large second tier of 65 heads of function was causing bottlenecks and delays in decision-making. It was working in siloes, and opportunities were being missed to drive its culture forward and have the greatest impact for its cause.

Approach 

Alzheimer’s Society implemented a new senior leadership team (SLT) structure to increase agility and accountability. The SLT was designed to connect successes across the organisation, focus on culture change and create greater impact, allowing the ELT to focus on external influencing and long-term strategy.

To create the SLT the charity launched an associate director recruitment and development programme, with 50% internal promotions and 50% new hires. The recruitment process and job descriptions were also redesigned to be values and purpose led.

In 2022 Alzheimer’s launched a five-year strategy ‘Help and Hope’ to unite around the way forward all focused on the ambition of wanting a world where dementia no longer devastates lives Every part of the organisation was examined to find ways to improve and embed an inclusive, sustainable, effective culture that enabled everyone to deliver at their best.

Outcome

The SLT has had a transformative impact in just 12-18 months. Alzheimer’s Society has implemented an impact framework, a values-based culture programme and a successful brand refresh. Fundraising income reached its highest ever at £90 million and there has been significant political influencing in order to make dementia a priority Engagement levels have improved, with overall engagement at 85%, an increase in trust and respect in leadership and positive ratings as a place to work

The difference in leadership impact has been transformational. Associate Directors have become highly visible and are uniting and inspiring the organisation. Participants in the SLT development programme reported significant increases in awareness and confidence together with a sense of connection.

The Alzheimer’s Society featured as a Sunday Times Best Places to Work. This success is attributed to the new leadership team and its role as catalysts, enablers and culture-changers.