Almost 50% of hospitals nationwide lost money over the past few years. While 2024 has seen a slight improvement, still 40% are experiencing losses while others stagnate. To improve its financial picture, a large private healthcare system sought to increase business...
Solid. Soft. Risky. These are three words that ODL, Inc., manufacturer of glass for doors and entries for more than 70 years, discovered they needed, as a company, to anchor the values of their culture: Solid. A strong, inclusive workforce dedicated to quality in...
“We were going 90 miles per hour on an icy road, headed toward a cliff.” This is how president Jay Graf described the feeling at Cardiac Pacemakers (CPI), developer of cardiovascular technology, following its acquisition by one of the foremost global pharmaceutical...
Challenge Flexible Materials, part of a large global packaging manufacturer, was flagging, with contributing revenue at less than 10 percent. Unless the company could rise above the cost of capital, its parent company would divest. Solution A new CEO with extensive...
Challenge Sometimes shifting just one cultural belief can transform a whole organization. In the case of SSM Health, which operates a network of 11,000 hospitals and care facilities in Missouri and the Midwest, human resources leadership realized that one cultural...
Challenge Operating within an industry with eight times the fatality rate of others, Oklahoma Gas and Electric (OGE) leadership knew that a reduction in Reportable Safety Incidents (RSI) would not only boost employee morale and organizational culture, but could also...
Challenge It’s the situation all leaders dread: Dennis Antinori, VP of Sales for the medical products company IVAC, had a national sales meeting on the calendar with several new products to launch. Two months to go before the meeting, Antinori got the news from the...
In 2016, Jeff Kenton came on as Acme-Hardesty's new president. A distributor and supplier of oleochemicals, as well as a developer of bio-based, renewable solutions, Acme-Hardesty, based in Blue Bell, Pennsylvania, was at a growth point. Kenton saw, immediately, an...
In 2016, Novelis, the leading sustainable aluminum solutions provider and world leader in aluminum rolling and recycling with more than 14,000 employees in 10 countries, had a moment of reckoning. Under new leadership and embarking on a partnership to supply the...
As the incoming president of Highland Community College in Freeport, Illinois, Chris Kuberski met challenges right off the bat. Surveys and other internal data indicated trust and accountability issues. A culture challenged by little active listening and respect for...
Clarity about organizational culture doesn't happen overnight. It's an organization-wide process of reflection and conversation. Without clarity, change can't happen. James Button, CEO of Citizen Advocates, understands this from a growth perspective. For him, creating...
At Ford, Rekha Wunnava, Director of Global Manufacturing IT, oversees a team of over 11,000 technologists working in more than 80 facilities worldwide. Her biggest focus: In a climate of hyper-accelerating technological change, how does Ford sustain vertical and...
There’s one thing every PETRONAS employee has in common: a shared commitment to the PETRONAS company culture.
Leveraging powerful social learning tools helped transform this company’s culture from the C-suite to its 5,000 full-time employees.
Brinker International, parent company of Chili’s Restaurants, creates market-leading culture and industry-leading engagement through change management.
Imagine moving your patient satisfaction scores from the cellar of the 35th percentile to the 73rd, in just 13 months. That’s what OSF Home Health did.
Marco’s Pizza CEO has the goal of turning the Ohio operator into one of the country’s biggest pizza chains. Today Marco’s is on its way toward that goal.
When Bristol Farms underwent a series of buyouts, its company culture suffered. Learn how they turned their culture around and achieved results.
Richland Community College was heading into low student retention rates and obscurity until it implemented the most robust Accountability Training® available.
After 39 years, Magleby Construction changed management. With new leadership came a new approach to merging two company cultures to grow and stay competitive. With the help of Partners In Leadership, Magleby successfully grew its revenue nearly 100%.
El Rio, with their commitment to the people they serve, has found a solution that can truly help them continue their quest for being the world-class, preferred primary care provider in their region.
Through the use of Key Results, this Oklahoma utility made safety and accountability top priorities, changing their culture for the better.