Case Studies

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.

More
Acquisition-driven employee engagement and program management

BASF: Acquisition-driven employee engagement and program management

Following the largest acquisition in its history, BASF—a large international chemical company headquartered in Germany—needed to retain talent in the face of anxiety produced by what was initially positioned as a “hostile takeover.” Acquired American company Engelhard had a smaller global footprint and was culturally very different. Prior to closing the deal, BASF had no access to Engelhard’s 7,000+ employees at 99 sites around the globe.

More
Enhancing the field sales communications experience

Global Pharmaceutical Company: Enhancing the field sales communications experience

Communication to the sales force of a leading pharmaceutical company had become increasingly cluttered and chaotic as the volume of information from the home office and other sources inundated the field. In addition, the complexity of the field organization made it difficult to target the right message through the right channel to a mobile sales team.

More
Building a world-class technology strategy and IT function

Major Insurance Company: Building a world-class technology strategy and IT function

Upon a new CEO’s arrival, a Fortune 500 insurance and financial services company discovers that its aging technology infrastructure lags behind its field of competitors and that the company has a glaring weakness in project execution, resulting in damaging lost time and costs.

More
Deferring unionization through strategic internal communications

MillerCoors: Deferring unionization through strategic internal communications

Just three years after narrowly failing to unionize a plant at Coors Shenandoah, one of the nation’s largest beverage companies, the Teamsters garnered the necessary union cards to petition for another election. The company recognized that its traditional way of communicating its position through letters, fliers and mandatory meetings (which had resulted in winning the previous election by a mere seven votes) would not be successful this time.

More
Transforming human resources to attract and retain the very best talent

ITT: Transforming human resources to attract and retain the very best talent

After transitioning from a $12 billion conglomerate to a $2 billion global engineering and manufacturing company, ITT needed to look at its people and HR processes in an entirely new way. In order to attract, retain and develop top talent in the future, ITT set out to articulate its new People Strategy. This required the launch of a global, multi-year HR transformation that supported the company’s business strategy for growth and strengthened its performance culture.

More
Engaging employees of several operating companies around one unified brand

Global Pharmaceutical Company: Engaging employees of several operating companies around one unified brand

To better connect to the equity and power of the corporate reputation, several decentralized operating companies were brought together under the umbrella of a single, shared brand identity. The challenge was to engage employees to embrace the new identity and imbue it with meaning, all the while preserving the benefits of a decentralized model and respecting legal and regulatory considerations.

More
Engaging employees to deliver a different brand experience

Payless ShoeSource: Engaging employees to deliver a different brand experience

After a long, sustained period of expansion and growth by 2002, Payless ShoeSource began to experience significant stagnation in its business performance. Built on the strength of its famously efficient supply chain operations, the company was struggling to find new customers for its product. Store-to-store sales figures had declined for more than a year, the stock price had flattened and customer satisfaction scores were below acceptable levels.

More
Creating a values-based culture to enhance business performance

Edison International: Creating a values-based culture to enhance business performance

In the wake of the California energy crisis, Edison International needed to turn around its performance and restore confidence in the company’s future. Internal research identified a number of cultural issues hindering success.

More
Developing the next generation of health leaders

Paso Del Norte: Developing the next generation of health leaders

Dramatic change is taking shape in the fields of population health and medicine. This evolution in the Paso del Norte community requires capable leadership to guide the way.

More