The Client

This client is a global marketer of consumer and commercial products with a strong portfolio of leading brands. Their products help consumers flourish where they live, learn, work and play all over the world. Their portfolio of leading brands is organized into six business segments, which are united by a belief in brand-led growth based on an understanding of the constantly changing needs of consumers and the ability to create products that win in the market by delivering superior performance, design, and innovation. This commitment has enabled them to build a strong competitive position in each of their categories, as consumers worldwide trust and prefer their brands.
 

The Challenge

Much of the growth of this company has been fueled through acquisitions. As a result, a key challenge for the organization was to blend the different facets of the company into one cohesive culture through a consistent approach to leadership development, culture alignment and a consistent model for leading change.
 
The organization deployed Blanchard’s Employee Work Passion Assessment in order to measure and benchmark current levels of satisfaction in 12 key areas. The assessment was deployed to more than 7,000 individuals in six business units and in seven languages. In comparison with Blanchard’s national sample, the organization’s summated ratings were lower than Blanchard’s National Sample in nine key areas. Their lowest scores came in Growth, Connectedness to Leader and Connectedness to Colleagues. These Work Passion Areas become the focal point for improvement within the organization.
 

How Blanchard Responded

Improving these EWPA factors required a multifaceted, integrated approach. The organization began with enterprise-wide learning and development, and equipping leaders with increased knowledge to lead their people through change. They worked with Blanchard to establish a Center of Excellence to support business leaders on specific strategic initiatives. Blanchard also helped them to create a network of change agents to involve as many people in the change process as possible to create buy-in and support throughout the organization.
 
In addition, building and leading change was linked to the performance management and organizational review processes. Blanchard’s change program, along with Situational Leadership® II, became a requisite part of global training for senior managers, directors, vice presidents, and functional department heads. Blanchard also assisted the organization in creating an applied methodology for leading change, utilizing tools, templates, job aids, and examples from current projects.