Case Studies
Case Study: Major Global Retailer
Description:
Client was expanding into India, and as part of this expansion entered into a Joint Venture with a local retailer. The Joint Venture raised a need to create a third culture.
-
Client’s strategy was to expand their traditional model for retail, to include new store formats, new innovative products, and leverage global supply chain.
They recognized that the current organizational culture needed to be transformed into a culture that leveraged “diverse-by-design” teams to drive innovative thinking.
Additionally, client wanted to build a culture that engaged their leaders and employees.
-
Conducted a cultural gap analysis to assess the differences between two legacy cultures along key dimensions of leadership, communications, decision-making and view of status, time and risk
Met with employees from both legacy companies to identify strengths and concerns
Developed a culture integration roadmap to help optimize the implementation of the new culture
Ran cascade workshops to move the new culture and its organizational practices, down into the “bloodstream” of the JV.
-
Went from 9 months behind schedule in opening their first store, to opening 27 storees across three formats, across the country, in 18 months; goal was to achieve ROI that was originally expected from JV.
Trust-based relationships were formed, fostering a healthy work environment
Customers were satisfied with global reach & local product/affordable prices
Employees valued being part of an enhanced global enterprise that fosters professional development, has pride for the company and offers growth opportunities.
Case Study: Culture Build
Description
Two well-known AMCs and their Physician Organizations’ Professional Billing Offices were strategically merged into one, Combined Professional Billing Organization in 2020 as Covid-19 hit. All 605 employees were guaranteed a role and placed on one organizational chart. The goal was to build a “Third Culture” that blended best practices from each legacy PBO into a Third Way or set of “next practices” to be the surviving entity going forward.
-
The Executive Director under the watchful support of his Steering Committee (CFOs, Presidents of PO’s, etc.) requested our support to integrate the two organizations, and cultures, into one “Better Together” CPBO culture going forward. Specifically, they wanted to understand the “similarities and gaps” between the two current cultures for each legacy organization, and co-design the culture they would need as a combined entity to drive a newly-crafted Vision & Strategy, along with co-authored Mission/Purpose statement and new set of values.
-
The Eaton Group completed a comprehensive Culture Assessment of both legacy PBOs, conducting over 50 leadership interviews, 15+ focus groups, and our proprietary Secret 7 Culture™ Survey to all 600+ full time employees. The side-by-side cultural mapping revealed key gaps needing to be addressed, while identifying core strengths from each legacy PBO that could be leveraged into a CPBO Way for the future. Elements of the new culture created included new Vision, Strategy, and Mission statements as well as new values with definitions. A Culture Squad was established whose charter included building out guiding principles mapped to the parent organization’s new Leadership Competency framework, and key Talent Systems and Management Practices to create a sustainable culture going forward.
-
Top 29 Senior Leaders aligned to new Guiding Principles which represent the key behaviors they will be encouraged to exemplify for all departments/team members going forward.
While still too early to tell the key metrics which will move, the combined entity is thriving in its new form with easily-memorizable Vision and Mission statements, a new set of values, and GUICE principles which all leaders/team members use to drive behavior on a daily basis.
With leadership held accountable to new guiding principles, anchored in key talent systems and management practices, the expectation is that all team members will be “rowing in the same direction” which will drive financial metrics (e.g. 5.5% to 4% costs).
Case Study: Global Consumer Product Company
Description:
Client saw a need to develop an organizational culture that promoted working within diverse teams and innovative thinking, in order to grow their new product pipeline, to better compete in CPG industry for revenue/market share.
-
Client’s strategy was to expand their R&D pipeline to include new, innovative products.
They recognized that the current organizational culture needed to be transformed into a culture that leveraged “diverse-by-design” teams to drive innovative thinking.
Additionally, client wanted to build a culture that engaged their leaders and employees.
-
TEG worked with client to develop an interactive, multimodal learning program delivered over 11 weeks, in 20+ global locations.
The goal of the program was to teach employees how to build then leverage diverse teams, to be able to foster an environment of innovation and breakthrough thinking.
The program included a weekly webisode, coupled with follow-on learning comprised of podcasts, e-learning modules, scribe videos, application tools, and discussion guides.
-
Early results after the program indicate an increase in diverse teams across the organization. This has led to increased new product introductions and additional development in the pipeline.
An expected increase in scores on the annual employee climate survey, as well as an increase on other employee engagement and retention results.
Case Study: Global Technology Firm
Description:
Client had recently had a significant shift in strategy, and needed to transform their organizational culture in order to successfully execute new strategy.
-
Client had embarked on a new strategy to move from being a computer hardware company to becoming an end to end service provider.
New strategy required increased collaboration, engagement and innovation across their global workforce.
Client wanted to transform their organizational culture into one that valued inclusion, as well as to instill new practices and capabilities that would tap into the full potential of the global workforce.
-
Conducted a review of current organizational data, as well as interviews with executive team in order to identify gaps.
Prioritized the gaps to address first and drafted strategies to overcome these gaps.
Developed an annual leadership briefing session for all employees, which highlighted the shift to greater inclusion.
Educated employees worldwide on their role as agents of change for inclusion, using e-learning programs to build key skills for people managers and individual contributors.
-
Over 60,000 employees have completed e-learning course on inclusion, with overwhelmingly positive responses from participants.
Multiple 2-day sessions conducted for 500 leaders, providing participants with tools to work with their teams on key program strategies.
Case Study: Global Financial Services Company
Description:
Client was expanding and opening a new branch in India, and were seeking to build a regional organizational culture to help successfully execute global strategy.
-
Company was expanding and opening a new branch in India.
It was important to build an organizational culture in this new location that helped successfully execute the global strategy, but also coincided with the national culture.
Client’s hope was to create a “third culture” that leveraged the best practices of all the participants previous work experiences.
-
Met with the Senior Leadership team to re-state the mission, vision, and values to ensure they reflected the global corporate strategy and that worked well with the Indian culture.
Conducted a multinational team building workshop that resulted in a ‘Company India Culture’ document.
The document outlined processes for how diverse, globally-distributed teams would work together going forward.
-
Senior leaders became champions of the new culture and team operating process, and worked diligently to cascade the new behaviors throughout the organization.
Instilled new processes into new employee orientation so employees would begin to learn these behaviors during on-boarding.