Challenge
The client, a leading aviation group, struggled with internal disputes across hierarchies, particularly at top management level and among subsidiary companies. These conflicts had a detrimental impact on morale and overall performance. The CEO sought to establish a new, cohesive group culture to address these challenges. A boutique consultancy founded by McKinsey and Jung von Matt alumni was tasked with this project and asked me to take over to lead the project.
Approach
I led a team of consultants and we devised a comprehensive co-creation process that involved employees across hierarchies from airport personnel to senior management executives from around the world.
We segmented the project into four work-streams, each employing a different research method: focus group discussions, a leadership workshop, interviews with top management, and a quantitative group-wide survey.
Through in-depth qualitative and quantitative analysis of the collected data, we formulated a framework consisting of a set of visions, missions, and values derived from across the entire group.
In a final workshop with the CEO and the company board, we refined and selected the definitive elements to guide the group towards a unified direction.
Results
The CEO mentioned the new vision during a following press conference, marking the commencement of a significant company culture transformation. The newly crafted vision, mission, and set of values provided the foundational framework for this transformation, serving as the cornerstone for the aviation group's journey towards a more cohesive and effective corporate culture.
Reflecting on the impact, my client shared: "Demonstrated exceptional competence in project management with high-quality deliverables. Led the team with resilience through challenging situations, ensuring the successful realization of the new vision and cultural transformation."