SITUATION
A commercial construction company had achieved its recent growth largely through acquisition and, as a result had many new teams, each with different cultures and performance requirements. The organization needed to function as a single company, not as a collection of separate fiefdoms. The senior leadership team at the time was mostly new (including the president), which represented a unique opportunity to start fresh and establish new team dynamics and a new unified culture that was connected with the strategy.
SOLUTION
To begin, the leadership team started from a blank slate and articulated and aligned around their ideal culture. They then conducted an in-depth culture assessment to evaluate the organization’s current culture and identify the critical gaps from the ideal state as well as the gaps with their strategic intent.
In addition, the team used competitive analysis and assessed existing capabilities. Using this as input, the team held a series of workshops to define its strategy, including its internal and external value proposition, and what it means to be an employee. This then led to implementation of a portfolio of new initiatives, focused on closing the gap between the current and ideal states for the strategy and culture, resulting in meaningful and tangible action.
RESULTS
Refined and agreed upon organization-wide culture
Increased alignment among senior leaders
Roadmap and set of initiatives to drive tangible culture change
Improved connection and collaboration with employees
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