**Clear Rock helps Mansfield Building Society embrace agility and transform change management across the organisation.**

The Challenge

Mansfield Building Society (MBS), a well-established mutual with a focus on personal and community-based service, had traditionally used a waterfall methodology for managing change. While this approach worked well for smaller operational changes, it became a bottleneck as the volume of initiatives grew. Informal reporting structures, frequently shifting priorities, and a high level of work in progress (WIP) led to inefficiencies. Recognising the need for modernisation, the MBS executive aimed to bring agility into the organisation, moving beyond IT to instil a culture of agility across the Society.

The Turning Point

Clear Rock was engaged to introduce agile principles through a series of hands-on education and training sessions. These sessions, aimed at empowering MBS’s change team, combined interactive games with classroom-based learning, making agile practices relatable and practical. Clear Rock also provided hands-on support to embed agile practices and help set up tools for the team. After initial success with the change team, agile practices spread to a second team, further cementing agile as a workable approach within MBS.

As momentum grew, Clear Rock ran an interactive session at an executive offsite, helping senior leaders understand the principles of agility and the behaviours needed to support its adoption. This was followed by additional offsite sessions with executives and their direct reports, as well as a dedicated board session involving non-executives. Together, these sessions helped reinforce a cultural shift towards agility across all levels of MBS, laying the foundation for sustained change under the guidance and support of Clear Rock.

The Approach

Clear Rock’s approach focused on clarity, ownership, and creating a direct link between business goals and agile values. Each session was designed to bring agility to life in an engaging way, fostering open communication and transparency. Team members, from executives to operational staff, were encouraged to participate actively, reinforcing agile principles through real-world scenarios and interactive exercises. By doing so, Clear Rock bridged the gap between agile theory and everyday practice, enabling MBS to make agile principles stick across the Society.

“Clear Rock introduced agility to the entire Society, guiding our executive team to embrace the behaviours and leadership needed to drive this cultural change. Their support gave us the confidence to embed agility in a number of our teams, transforming the way they work.”
— Paul Wheeler, CEO

The Results

“Clear Rock’s straightforward approach to agility helped us embed these principles across the Society. We’re now seeing the positive impact of agile practices on how we collaborate and execute our work.”
— Ian Lister, IT Executive

Clear Rock’s work with MBS led to measurable improvements in responsiveness, communication and collaboration. Agile practices helped the Society reduce bottlenecks and manage change more dynamically, allowing MBS to better prioritise projects and respond to shifting demands. The hands-on sessions boosted team morale and engagement, especially during off-site events, where interactive activities broke down silos and strengthened communication across departments.

The Experience of Working With Clear Rock

MBS found a true partner in Clear Rock. Rather than simply implementing a new methodology, Clear Rock helped shift the organisation’s mindset about work itself, creating a fun and engaging environment that made agility accessible. The success of the sessions, reaching from the boardroom to the operational teams, demonstrated Clear Rock’s ability to foster lasting change by making learning experiences memorable and practical.

Mansfield Business Society

Thompsons Solicitors

Bensons For Beds