Leaders now hold each other accountable. Their vulnerability has promoted inclusiveness, built trust and showed commitment to employees. Employees are engaged, their ideas are flowing and they’re taking ownership.

Hanes’ approach to developing their leaders is distinct in that their leaders are required to experience LSI three times before moving forward to the next level development program.

The leaders at ERDMAN saw an opportunity for the senior leadership team to set the tone and expectations for the entire company and help drive needed business results. While never an overnight change, culture transformation is a vital part of an organization’s success when done correctly and ERDMAN has already begun to see the results…

While it’s never an overnight change, culture transformation is a vital part of an organization’s success when done correctly. With 12 years of experience and the assessment tools that provided quantitative data showing where we are, where we want to go, and how we need to get there – Inclusa’s culture journey seemed attainable.

Members and leaders of Wisconsin-based Johnsonville Sausage have a bold vision to “be the best company on earth.” This requires that the leading national sausage brand be culturally prepared and poised for aggressive innovation on its way to growing and becoming a $1 billion company. An important step was determining whether the company’s Research and…

As the largest health system in Illinois, Advocate’s challenge was to increase and stabilize engagement, focus on culture change, and strengthen relations within a high-profile, semi-autonomous unit that struggled with negative team dynamics, unproductive work relations, and entrenched passive-aggressive behavior.

Marti Wronski, General Counsel and SVP with the Milwaukee Brewers Baseball Club, shares: “Successful transformation happens when the majority of people in the company have aligned beliefs and when proper leadership mindsets fuel consistent action.”

This article highlights what talent managers need to look for and develop in their high potentials (and the commonly made mistakes that they should avoid) to move their organizations toward realizing their visions and goals.

Paula Caproni, Ph.D., Director of Executive Skills at the University of Michigan’s Ross Business School, helps guide MBA candidates through the transition from individual contributor to team leader with a high-intensity class entitled “Creating and Developing High-Performance Teams.” Offered only two or three times per year to groups of about 40 students, the class gives…

The Girl Scouts of the USA shape the lives of more than 2 million young women across the globe every year, making it the “world’s pre-eminent organization dedicated solely to girls.” But a recent lesser known organizational change initiative may put them at the forefront of the entire nonprofit world, providing a model for how…

Do we have what it takes to drive positive organizational change? OD practitioners frequently ask this question of themselves, and of the organizations they assist. The senior leaders at Advocate Health Partners (AHP), part of Advocate Health Care, came face to face with the challenge of driving a cultural transformation.

The impact of culture on customer service is demonstrated by this case study, which focuses on the Production Engineering department of one of the world’s largest technological organizations.

The subject of this case study is a highly respected United States-based multi-national company in the non-food segment of the FMCG industry. This company had been operating in Korea for 30 years, starting as a small representative sales office but transitioning into a medium-sized stand-alone subsidiary via organic growth and acquisition.

Culture change initiatives can lead to real financial returns. This presentation summarizes the results of a series of studies that demonstrate the strong relationship between constructive organizational cultures and financial performance.

Yarra Valley Water is a shining example of how companies can become more efficient, provide better customer service and enable staff to enjoy their work and achieve a better work-life balance.

Over just a four-year period, the results were impressive. The culture moved from primarily Passive/Defensive (emphasizing Avoidance) to Aggressive/Defensive (high in Competitive norms) and strongly toward the Constructive styles.