Impact Performance Group
Strategy Development and Organization Alignment Initiative:


Background: The SVP of Tax within a Fortune 500 Company was frustrated with the performance of his unit due to a culture of entitlement, apathy and “don’t rock the boat” attitudes throughout his department. He believed his unit could make a substantially greater contribution to the bottom line of the company if his people could become more creative, partner better with their lines of business, and learn to think more innovatively.


Intervention Designed: Over the course of the first thirty days, we undertook to understand the depth of the problem by conducting one-on-one and focus group interviews with approximately 50% of the department, summarizing our findings in a brief and unvarnished “cultural audit.” After presenting our findings to the SVP and his direct reports, we elicited their commitment to do the hard work needed (with our coaching) to alter their culture. We designed a “face reality and design a new future” process consisting of three 3-day off sites over a period of 60 days that accomplished four key objectives: 1) established a clear understanding of the personal and organizational cost the unit would pay if the culture did not change, 2) aligned the group on a clear and compelling vision of a new future for their unit, both from an “aspirational” perspective as well as specific, measurable objectives, 3) began to build a whole new level of openness and willingness to engage in giving each other honest and truthful feedback, and 4) stimulated the group’s desire to provide inspiring leadership to the people throughout the department. This initiative also included: executive coaching, implementing the fundamentals of high performance teams and creating and delivering a leadership development program.


Results: In the following 18 months employee satisfaction scores increased from 54% to 85%. Their business partner satisfaction scores increased from 40% to 76% and they created $150 MM in after-tax GAAP savings. In 3 years they created $500 MM in after-tax GAAP savings.

Cultural Intervention:


Background: The vice president of customer service department in a Fortune 100 Company diagnosed her organization as having a “morale issue.” Turnover was running over 20%, and she was under pressure from other parts of the organization to find a rapid solution to the issues her department was facing.


Intervention Designed: We performed a cultural assessment of the department, using individual interviews, focus groups and a morale assessment instrument we developed with internal HR support. Our conclusions were that the organization as a whole felt like a dumping ground for all issues dealing with customers, even if those issues were outside of their authority to deal with. Customer service associates were a committed group and time and again would go above and beyond the call of duty, however they felt they were being taken advantage of, and they felt unsupported by their managers in addressing the problems they were facing. As an aside, it turns out that the leader of customer service revealed she had a hard time saying no and her employees were feeling the pain.


Over the next three months, we coached the head of the organization to become much clearer and assertive (she responded well). We helped her and her team clarify their accountabilities and communicate those accountabilities clearly to the front line associates. We designed mechanisms for engaging her organization in keeping the strategy and objectives in the forefront while maintaining productive working relationships with the other departments. We developed a 4-hour associate training module for teaching the basics of dealing with customers on issues that required support from other departments.


Results: On the internal team pulse survey we created morale-related scores improved from 42% to 74% over a 6-month period. Partnership between customer service and the other internal departments that supported customers (pricing, credit and supply chain) improved as measured by a 36% improvement in the external partnering metric we helped establish. End user customer satisfaction improved 20% over this period of time, and turnover within the department decreased by 65%.


Design and Implementation of Leadership Development Programs


We have developed leadership development programs from executive leadership to emerging leader development within an organization.


The most challenging leadership development program was for senior executives in a Fortune 500 telecommunications company. The executives enrolled in this program were highly intelligent, and very accomplished. The challenge in designing and implementing this leadership development program was to make it relevant and experiential for each participant. The focus of this program was twofold: that each participant has personal insights into their own leadership style and its impact on others and second that the way in which they lead develops the leadership of those they manage.


Result: The pilot program we designed was syndicated throughout the organization’s senior manager community.



Helping you create your impact.