A global leader in medical technology, services, and solutions with over 85,000 employees worldwide
Developed Culture, Communications & Engagement Strategy to bring together two separate teams under shared values and purpose
Disparate teams combined to create one cohesive workgroup. Survey results revealed double-digit increases in engagement levels
A restructuring at a global medical device company led to the integration of two disparate teams into one. While both departments were doing equally important work related to clinical studies for coronary and structural heart disease management, the integration posed significant challenges. Not only were they separated geographically, each had its own distinct culture; one enjoyed a more progressive, out-of-the-box way of working, while the other favored a more conservative approach.
From a technical and process perspective, the two teams made significant progress on the integration and landed on common operational procedures. However, the geographic and cultural differences created barriers that challenged them in functioning cohesively as one team.
Knowing a strong cultural foundation would be critical to enable success now and well into the future, the company looked to Blue Beyond to enhance culture, communications, and employee engagement within the newly combined department.
Blue Beyond developed a Culture, Communications & Engagement strategy, and partnered with other internal and external teams as needed, to unite the new department under a shared set of values and purpose statement that reinforced and sustained desired behaviors for long-term success.
After the Culture Summit, pulse survey results showed incredible increases in employee engagement with 85% of team members agreeing “the organization’s leadership team is culturally effective in leading the department, driving the leadership expectations through the department to build a culture of even greater success.” This was up from 71% the quarter prior.
“All the hard work around integration, operations, SOPs, best practices, they built a very strong foundation, but without the work done around culture and the efforts to continue that work, we would not see positive results as these.” — VP of Global Clinical Affairs
Previously, regular pulse surveys showed little change in engagement levels. However, after the culture work and Summit, an organization vice president said, “This is the first time where we see an overwhelming majority double-digit increases at every level.”
Our client expressed that it was the Summit and all the hard work done around culture that ultimately drove up engagement in the organization and propelled the department to the next level. Two high-performing teams had successfully combined to create one cohesive, productive, and engaged department.