Our client, the president of a $2 billion international chemicals business (a division of a Fortune 50 petrochemicals company), had recently announced a major reorganization designed to increase customer and market focus. He was frustrated because leader and employee behavior was not changing. From our initial conversation we learned that the organizational change had been announced via email with little follow up communication.
After speaking with the seven members of the senior leadership team we recommended a meeting to engage the employees most immediately affected by the organization change.
We worked with a 20-person design team – a cross functional group representing the range of experience and perspectives of those who would participate in the meeting. During the meeting design process several key issues surfaced and we explored what it would take to move the organization to successful implementation of the new organization design. The design team also committed to make the meeting a success.
The result was a highly interactive 3 day meeting, at which the 200 employees [Read more…]