Case Report: Corporate Culture
small (200 employees) but very powerful organization had
experienced four Presidents in as many years due to frustrations
of trying to drive an entrepreneurial spirit within a government
controlled and monitored system. The new President had just
hired three of the top four executives and wanted assistance
in pulling the management team together to drive a more
action-oriented and open culture. In preparation for designing
and facilitating an offsite management session, Dr. Sayer
explored the current corporate culture through a review
of current mandates and management briefs, interviews with
each member of the Board of Directors, interviews with each
senior executive and with selected managers.
There were two immediate and very positive outcomes from
the management session. The negative or untrue beliefs and
expectations of the senior executives were confronted and
discussed, generating what several participants called the
first sense of team weve had in management.
Secondly, the whole group broke through previous silo
mentality to generate a strategy in which they would
all help to make immediate gains for the one department
charged with the greatest demands for profitability.
Report: Design and Facilitation of Culture Change Workshops
After a merger of three Federal departments into one
mega-department, a Director saw that the morale
of his department managers (one of the original three departments)
was very low. They were not being effective in the new merged
committees and were having difficulty supporting the change
with their employees. A session was designed to determine
the causes of their low morale, and to assist them in generating
plans to improve their own success with their new peers
as well as improve the enthusiasm of their own employees
for the change.
The managers left the session with renewed confidence in
their abilities to solve problems effectively and creatively.
They remembered what issues they had tackled in former years
and how they had been successful in resolving them. This
led them to be more proactive in their new roles in the
new organization, which, in turn, increased the real productivity
the organization received from their time spent on the job.
Several went on to be real leaders within their own groups
of management teams.