Business Challenge:
Two years after the merger of three healthcare purchasing groups
serving more than 1,700 hospitals and healthcare facilities,
management acknowledged it had not been successful in establishing
a common organizational culture and that many of its services and
employees continued to operate in a fractured or isolated fashion
relating primarily to their prior organization and its geographic
location. As a result, the organization's strategy and
business model was poorly understood and not well implemented.
Solution:
Management needed to create a more unified organization
that had one organizational culture. MDA created a culture building
process that identified the desired organizational values and the
specific behaviors needed to support those values. A key part of
the initiative was a three-day, 250-employee Values Conference
which allowed employees to examine the business model and
organizational culture. They developed and recommended
core organizational values for the organization and identified and
proposed company-wide strategies for employee involvement,
integration, and organization transformation.
Results:
Generated broad-based support for 16 organizational change
initiatives which included changing selection, performance
management, and reward systems to be more tightly aligned with
organizational values and behaviors identified as key by employees.
The efforts created an employee-driven process for involvement and
change tied directly to the organization's mission, but more
importantly, to its vision and aspirations as an
organization.