Case Studies

Phillips 66

Phillips 66: Phillips 66

Challenge: The Communication and Public Affairs function refreshed its strategy to drive employee engagement and accountability across the company in order to deliver on the company’s business priorities. The business required the function to develop a more inter-disciplinary set of strategic communication competencies to up-skill and enable all Communication and Public Affairs Professionals to serve…

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Developing leaders to strengthen corporate reputation and build a culture of innovation

Global Pharmaceutical Company: Developing leaders to strengthen corporate reputation and build a culture of innovation

A leading pharmaceutical company has for over 100 years committed itself to caring for people. That commitment is the motivating force that calls the company’s employees to action each day. However, after years of obstacles including layoffs, recalls and quality issues, the company experienced a decline in employee engagement, agreement around company strategy and future vision, and strong leadership and talent development.

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Engaging leaders to lead

ITT: Engaging leaders to lead

After a year focused on spinning off two business units, the “new” ITT and its new CEO faced the next big hurdle: to articulate its go-forward strategy to leaders and employees and engage and align them to execute so the company could deliver all of the value promised by the split.

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Engaging employees in a strategic journey

Hyatt: Engaging employees in a strategic journey

Hyatt Hotels Corporation recently restructured its organization to be more agile and responsive to ever-evolving guest needs and to bring decision making and accountability closer to the guests. We were brought in to help Hyatt engage its employees in understanding and finding their roles in the strategic journey leading to “Guest Preference.”

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Building a best-in-class communications function

Global Professional Services Firm: Building a best-in-class communications function

At a time of deep economic uncertainty and increasing competition in its four major lines of business, a professional services firm’s communications function was at a crossroads. Over time, declining resources and siloed service areas had created real and perceived challenges to the function’s effectiveness and efficiency.

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Engaging employees and equipping leaders to lead a technology transformation

Exelon: Engaging employees and equipping leaders to lead a technology transformation

Exelon Corporation and Constellation Energy merged to form the largest integrated energy provider in the United States. The merged technology infrastructure of the two companies was outdated and lacked a standard architecture, threatening the company’s reliability, scalability and speed of service delivery.

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Engaging a mobile workforce in a new technology rollout

Global Pharmaceutical Company: Engaging a mobile workforce in a new technology rollout

As is often the case in technology rollouts, the features and benefits of a large pharmaceutical company’s new CRM solution would not alone guarantee rapid adoption and sustained use. For a successful rollout, the company needed to reach a largely mobile work force with a compelling case for change that positioned the platform as a business solution to benefit patients and not just an IT tool. It had to engage employees– many of whom had never used a CRM system before – across multiple businesses and roles. It also had to acknowledge and address frustrations with the legacy solution in a way that engendered trust and shared belief.

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Preparing for a potential merger during a year-long hostile acquisition bid

Air Products: Preparing for a potential merger during a year-long hostile acquisition bid

Air Products began pursuing Airgas as a strategic acquisition to strengthen its position in the North American packaged gases market. This offer was quickly rejected by Airgas and thus began a year-long hostile takeover attempt

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Developing leaders to be successful organizational communicators

United Airlines: Developing leaders to be successful organizational communicators

Emerging from history’s sixth largest bankruptcy, United Airlines needed to continue engaging frontline leaders and ensure that employees were receiving messages that would promote future success.

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Proving employee engagement has a direct impact on business results

Northwestern Mutual: Proving employee engagement has a direct impact on business results

Northwestern Mutual had a number of important business initiatives planned that would require employees to think and act differently—in many cases requiring extra effort, better performance and more openness to change.

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