Transport for London

Transformational Change Programme

Transforming leaders and their teams


Embarking on the largest business transformation programme in Europe, we worked in partnership with Transport for London (TfL) to inspire its individuals to change, grow, and succeed — all while delivering excellent customer service to commuters. As expectations changed, London Underground customer service operation needed to retrain every staff member towards a new customer vision.

Starting with those at the top

Crucially, transformation needed to start with leaders. Without leaders modelling an excellent approach to customer service, culture change would fail across the rest of the organisation. Our delivery needed to be an integrated and blended experience at all levels, including senior and middle management and the station line teams.

Performance management was the key focus here. A combination of our Truth Teller feedback tool, Groundhog Day 1:1 coaching, and the ‘Make It Real’ experiential development events improved the delivery of customer service across London Underground. The range of interventions used over the four-year programme included:

  • Digital learning
  • Social learning platforms
  • Facilitated workshops
  • Experiential learning using actors
  • 1:1 coaching

Achieving sustainable change

TfL delivered 50,000 employee training days, 7,500 1:1 coaching hours and 1,300 online learning hours. They have 30 action learning teams who are driving improvements to sustain changes and improve business performance.

100% of Area Managers continued coaching to build capability in key people management areas, 170 leaders have also attended a 2-day ‘Coach the Coach’ workshop to equip themselves with the skills to coach their direct reports and embed a coaching culture.

In 2017 the programme was awarded numerous awards including Best Leadership Development Programme (Training Journal), Best Learning and Development Strategy (HR Excellence Awards), and Best Business Culture Learning award.


We chose to work with t-three because they provided a vast amount of evidence around their experience of working with leaders, particularly when it comes to experiential learning. They use aspects of neuroscience to help leaders recognise habits and attitudes that prevent real leadership and engagement with people.

Alexandra Bode-Tunji, Programme Lead, People Transformation, London Underground

All Change Please!

Read our full-length case study on the award-winning learning and development programme we created in partnership with Transport for London.