Culture Change The Issue Our client organization faced integrating multiple smaller operations into a large enterprise. At the same time, they faced enormous pressure to perform financially. Communication and consistency of operations posed a large challenge. Individual departments were not used to operating in a collaborative environment and did not have the skills to do so effectively. All of this directly impacted the customer and thus business performance. The client is a large multi-state, generally decentralized enterprise in an industry that has gone through extensive mergers and acquisitions. At the time Morningstar was consulted, the organization’s new senior executive team had developed a new mission, vision and values for the organization. An extensive employee survey identified what leaders already knew— Employees at all levels were disengaged and disconnected from the strategic direction of the company. They had lost trust in leaders. And, had lost the drive to improve the company.		The Solution We implemented a Leadership Conference enterprise-wide to foster culture change supporting the new corporate mission, vision and values, as well as organizational restructure, to achieve business results. Integrated with a new performance management system, also designed by Morningstar, the conference’s purpose was to provide a forum for re-engaging the 2000 person management team and help them lead employees effectively after years of constant change and turmoil within the industry and the organization itself. Morningstar was engaged as a partner to develop and deliver this program by addressing specific business, performance, and learning objectives. A key element of the leadership conference was to develop and challenge leaders to build an organization that reflected the new purpose, mission, and values. The conference was designed to create the essential leadership mindsets and capabilities that would inspire leaders to build an environment of employee engagement and high performance. This required a collaborative cross-functional teamwork approach and partnership across the organization landscape. Participants developed and committed to individual action plans that would serve as a blueprint for them to drive business results, and follow-up sessions were designed and implemented to ensure accountability. The Culture Change Result A complete ROI study was undertaken to determine if the investment in both dollars and time resulted in the anticipated benefits. 555% return on the investment in the first division completed and surveyed. The results confirmed that leaders experienced both tangible and intangible business benefits from the training intervention by applying the skills and knowledge they gained, including: Increased communication. Total alignment between performance management and business results. Improved relationships between work teams, departments and senior management.