ORGANIZATIONAL CULTURE AND CHANGE SERVICES: When a new president was hired to lead a global organization with 15,000 employees, he was welcomed by huge sales but zero profits. The culprit? Inefficient processes, and redundant efforts. Company teams, reporting to four separate executive vice presidents, were isolated from one another. Instead of leveraging resources and linking processes, employees did not understand how their individual contributions fit into company-wide goals and were frustrated by the haze.

Since the launch of a company-wide culture survey and a subsequent action planning process, turnover has decreased and product delivery has become consistent, resulting in higher customer satisfaction. Employees also are linking their personal development plans to larger company goals. And thanks to that crystal-clear strategy, workplace culture is healthier and more communicative, decision-making is more pinpointed, and performance metrics are easily determined in light of long-range growth.