Case Studies

Case Study 1: Major Canadian Financial Institution

The new CIO of a large financial institution was determined to move in an entirely new strategic direction. As changes were being introduced and resistance encountered, an organizational culture of alignment and acceptance was needed.

Process: An organizational alignment project, entitled The Champion Within, was undertaken in the Systems and Technology division. Everyone in this 2,500 person technology division took part in this initiative. It started with the senior management team and eventually rolled out to all team members.

The current operating culture profile revealed an organization still in shock from recent downsizing and cost containment and unable to support the very aggressive goals for market growth that the business units were pursuing. Each level in the organization took part in the roll out of the Champion Within process as an intact team. During each session, the culture results were presented prior to each leader receiving either their Leadership Impact report or each team member self scoring their own Life Styles Inventory. This is done deliberately so that people feel compelled to consider changing their individual attitudes and behaviours in order to create the Constructive culture needed to support their strategic plan. The Group Styles Inventory was then used after a simulation to allow the intact teams to gauge their team effectiveness and to begin the action planning necessary to align their team performance with the organization’s vision.

Results:

  • Creative ideas flowed. Solutions better suited to business requirements were identified and shared amongst the project teams
  • The leadership teams moved from silos to the sharing of people and resources
  • The hiring profile for managers changed from a focus on task management only to a balance of task and people management skills.
  • Other results included a 10% increase in cost savings per annum and an increase of 33% in on- time project deadlines and a very successful story in client satisfaction.
  • The internal IT department became the vendor of choice of the business units who now are less inclined to use outside consulting firms as their technology providers.
  • 10 year later…the managers within this division are considered to be the best at managing partner relationships and at managing people

 


Case Study 2: Multinational Insurance Company

The IT management team in this multinational insurance company was looking for a way to align the culture of their division with a whole new strategic thrust that required a wholesale change of their current technology. This caused a rift in the organization between “veteran staffers” and the newly hired whose newer skill sets were seen as threatening.

Process: “The Leader Within” was implemented as their Organizational Alignment Process and their solution to bridging the growing gulf. Intact teams, starting with the senior managers, were trained in Creating a Leader, Team of Leaders and Leadership Impact. High potential team members were then assigned the role of Continuous Improvement Leaders and, after a train the trainer activity, they became responsible for the follow up sessions devoted to team goals and objectives.

Results:

  • After only two years, the success of the culture change was so significant in terms of employee engagement and breakthrough collaboration, that the decision to outsource was rescinded.
  • Senior management agreed to extend the funding for the high performance culture initiative.
  • The older workers were actively engaged in multigenerational task forces designed to identify knowledge sharing opportunities, innovative ways to cut costs and decrease outages and the promotion and engagement of all employees no matter their age


Case Study 3: A Canadian Giant in the Communications Industry

The senior leadership team desires to revitalize its major sales division and promotes one of its rising stars to bring discipline and structure to an organization that has been free wheeling and loose with its policies and procedures. This organization has also grown through aggressive acquisitions and is known for its innovation and success at market penetration.

There is a growing dissatisfaction in the areas of people management and culture integration practices that comes with such rapid growth.

Process: This initial phase determined how closely aligned the Current culture was to the Ideal culture profile which was determined by the senior leadership team. In addition, a Leadership Impact was conducted to identify the impact of one’s leadership style on the behaviours and attitudes of the organization.

The leadership team developed their Vision and Values statements to align with a constructive culture. A culture strategy was then developed to align with the business goals of the department.

The operational teams developed action plans necessary to drive a constructive culture.

Results:

  • Trust has developed within the Leadership team to the extent where best practices are shared amongst the leaders
  • The leaders hold themselves accountable for the divisions’ success not just their own departments’ success
  • At the team level, a voice has been given to all members to help drive the business goals
  • The division has become the highest producing nationally
  • Career development plans are being developed and employee retention has increased


Case Study 4: Computer Component Manufacturing Plant

A major microprocessor manufacturing facility was facing significant challenges related to cost effectiveness and essential viability. Motherboard production averaged 2,100 units behind schedule. Production of major components took, on the average, 7.5 weeks from start to finish. A unionized environment, the plant was costing the firm $11M a year in net losses. The threat of plant closure and outsourcing was very real. All of this was occurring despite best efforts and serious investments in process improvement methodologies and techniques. Our objective was to determine if there were correlative and causal links tying performance to the organizational culture of the plant.

Championed and led by the senior leadership team, all union and non-union employees took part in the process, working within their intact team configurations.One key to success in realigning organizational culture is the transparency of the process. Results that are kept hidden are of no value. The plant senior leadership team understood the importance of communicating all results to employees.

Prior to running team strategy sessions, each leader received an assessment and debriefing regarding their own impact on the current operating culture, with special focus on the impact they were having on the attitudes and behaviours of those reporting to them.

During the team sessions, the Ideal and Current culture profiles, along with their implications, were presented in detail. Each team member had the opportunity to assess their own contribution to the Current culture profile. Leaders showed great commitment and follow through during the leadership development program, becoming effective role models of constructive attitudes and behaviours. They worked at supporting each other, providing positive feedback, being more caring and better coaches and mentors and actively soliciting new ideas.

Results

The process of cultural realignment takes time, as does the ability to measure sustainable improvements. Measurable results appeared within the first year, and were tracked for three years. The results:

  • Production backlog was reduced from 2,100 units to 44.
  • Production lead time was reduced from 7.5 weeks to 4.5 weeks.
  • The plant changed from losing $11M per year to adding $25M to the top line, a $36M gain and a 460% improvement in gross profit contribution to the firm.
  • Plant closure and outsourcing plans were cancelled.

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