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Stories: Business
InSyte Partners led a large scale change effort for a large mining operation that enabled them to meet financial targets and avoid being sold. After repeated failed attempts to negotiate with the union and use “command and control” strategies to reduce costs, the firm hired InSyte to guide the leadership team (management and union) through an honest assessment of the financial and operating context, and then to engage a cross-section of the entire facility in structured dialogue. The mine adopted several strategic initiatives that required unprecedented collaboration between unions and management, including a shift to self-managed work teams. Financial targets were met and exceeded, and the plant continues to operate profitably today.
InSyte Partners used the McCormick Employee Engagement Inventory© and the McCormick Engagement Process© (see InSyte Innovations) with a global pharmaceutical firm that sought to shift the culture of its distribution network from strictly top-down to a more collaborative work environment. The instrument’s results served as a portal to important cross-level conversations and action which led to a new work environment and improved results. Specific results included implementation of rotational work assignments, improved communication from headquarters and better morale.
For a financial services arm of a Fortune 100 company, InSyte facilitated the development of a new customer relationship strategy by guiding global leaders in a structured process to articulate and agree on their vision of great customer service. An important component of the plan to actualize the vision was to build the capacity of all of its employees to put customers at the center of their work. (See Customer Service Mania workshops in the InSyte Innovations section). This resulted in improved customer service scores on key measurement tools as well as an improved bottom line over the long-term.
With funding and leadership from a Fortune 100 company headquartered locally that required a more ready labor pool, and its corporate foundation, InSyte Partners assembled a team to heal a racial divide within a segregated community in the Midwest. Through a strategic visioning process, community residents and leaders systematically examined the major systems impacting the community, including government services, transportation, health care, faith-based initiatives and education. The result of this work was a shared vision around which both communities organized, and a new nonprofit entity to carry through with implementation. Local foundations and government agencies financially support the communities’ vision. This work, begun five years ago, continues today. The profile of the corporation that initiated this work is very high and it has made strides in its ability to sustain a diverse productive workforce.
For the marketing division of a large consumer products company, InSyte Partners facilitated the transformation to a consumer-centered operation that adds organizational value through new product development, leveraging consumer insight and shifting the role of the marketing team in the company. The division received recognition by corporate leadership for their contribution to organizational turnaround.
InSyte Partners led a leadership development initiative for a global change agent network of a major pharmaceutical company. The work began with deep listening interviews focused on naming each individual’s work in the world and their role in bringing about the emerging future of the organization. The group developed a pathway to support the development of each individual and the team to step into their full leadership potential.
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