Organization

SBU’s and Functional areas of a large global manufacturer

Situation

An SBU and several functional department needed to respond and align to a major enterprise strategic change.

Approach

SOAR was used with the SBU and functional areas. More than 20 participants were engaged for two days to determine an innovative direction, strategic initiatives and 10-15 projects.  The projects were translated into a business plan and personal performance plans.

Outcome & Lessons Learned

The projects were chartered and cross functional teams formed. Over a two year period, the organizations achieved the project goals, shifted the strategic capability, and increased employee satisfaction due to the increased exposure.

Organization

K-12 School district with multiple school locations 

Situation

Several schools had been placed on the No Child Left Behind (NCLB) “Watch List”. The school district wanted to engage and involve stakeholders from the beginning to speed effective implementation. The project teams were aligned to the Baldrige quality schools effort. The structures and systems of the Baldrige approach afforded a perfect match to SOAR’s strategic focus and ability to quickly impact a culture for positive change. The ongoing community involvement was critical.

Approach

SOAR and an Appreciative Inquiry (AI) summit followed. Focus groups and communications were offered in English and Spanish.

Outcome & Lessons Learned

10 project teams with 300 members worked collaboratively on the goals and created five strategic initiatives to get the school system back on track. The schools came off the “Watch List” within ten months. There was double-digit improvement in reading and math scores across 15 schools.

Organization

Community Action Agency  (IACAA and EICAA)

Situation

To engage all employees in strategic thinking and being able to quickly respond to potential changes.

Approach

SOAR and Empowerment Summits engage more than 300 employees in creating and determining rapid implementation of strategies.  

Outcome & Lessons Learned

There was a proactive ability to handle the demands of effective utilization of stimulus package funds. This was especially effective in energy efficiency efforts. 

Organization

An Art Museum – Not for Profit (Figge Art Museum)

Situation

To connect the governance team and operations team in a strategic plan that would address sustainability.

Approach

SOAR and an Innovation Workshop were employed to re-think and gain alignment of the board and employees.

Outcome & Lessons Learned

There was acceleration on the path to a new paradigm for the role of an art museum in the community. The mind shift allowed new thinking in what is art and how the Art museum could support a revitalization of the downtown.

Organization

A recently merged Metropolitan and Suburban Library System (MLS – Chicago)

Situation

The Library System was emerging from a merger that had been challenging.  They needed to develop a comprehensive and high engagement strategic plan that would guide the organization and its members for the next three years.

Approach

SOAR and an AI Summit. involved over 100 participants from various libraries.

Outcome & Lessons Learned

6 strategic initiatives and 20 goals were identified for the next three years. The board members and employees became highly engaged in the process. Innovation and healing came from hearing many and diverse stakeholder voices. The effort has been so successful that the Library System has engaged in subsequent rounds (every three years) of strategic planning.

Organization

A large regional Medical Clinic

Situation

A Medical  Clinic whose leadership team  utilized SOAR for over seven years had determined the value of a merger with another clinic. In addition to the merger, they also determined the advantages of an acquisition a large well funded health system. The high performance leadership team determined they wanted to beat the odds and become a successful M&A.

Approach

“Joining Forces” and a change management approach were used to gain leadership alignment and commitment of both organizations. A strong change and communications plan was created to engage all employees in a positive view of the merger.

Outcome & Lessons Learned

The merger was successful. The patient focus was maintained throughout the effort. The tough transition to a new culture was managed and supported through a strong and innovative communication effort from leadership.  The speed bumps along the way were dealt with proactively. The Medical Clinic is able to provide more cost effective and better care to the region.

Organization

A telecommunications company

Situation

The new leadership wanted to create a dynamic culture that focused on customer relationships and associate satisfaction. In the highly competitive industry of telecommunications, people are the differentiator.  The new CEO envisioned a dynamic culture that he wanted every associate to understand and act into.

Approach

Greater than 90% of the associates were involved in appreciative interviewing and data gathering. This data was used in AI Summits across every region. These Summits focused on creating understanding and translating a dynamic culture to every day, minute by minute behaviors for associates to serve the customers.

Outcome & Lessons Learned

The dynamic culture is embodied in the associates. The culture is so strong that in the event that an associate is hired without a very positive attitude, they tend to leave quickly. The energy displayed by most associates is infectious. This telecommunications company has been competitive and continues to grow.

Organization

A global B2B chemical company

Situation

An over 70 year old family owned chemical company had grown beyond its original mission. The now global company wanted to create a Vision and Mission that would create a global community and allow for the growth and innovation demanded by the industry. 

Approach

By utilizing a SOAR session to focus the Visioning process, it was determined that more than a third of the employees would be interviewed input to a Visioning Summit. A special effort for global virtual interview training communicated the intention of being a truly global company. The Visioning Summit involved more than 70 people from all the global locations.

Outcome & Lessons Learned

Both a Vision and Mission proposal was prepared for the executive leadership team. The effort created a commitment to the company and innovative ideas to ensure the sustainability of the organization.

Organization

A large global manufacturer

Situation

An executive needed support in a career decision. The issue was to think through the acceptance or rejection of an opportunity to become a project lead or manager of a functional department

Approach

SOAR as a business and life coaching approach

Outcome & Lessons Learned

The executive decided to accept the project management position. Through the SOAR process, she achieved a deeper understanding of the organization’s and her potential. As a project manager, she turned the organization in a new direction and has strengthened its international role. She chose the less traditional path since it was more aligned to her strengths and aspirations.