Transforming Culture in a Utility Company

This case study outlines the challenges faced by a utility company, including a lack of leadership, low trust in change initiatives, and a culture that hindered collaboration among employees. Despite being responsible for critical operations, employees reported feeling disconnected and overwhelmed. The study presents the results of a series of workshops and surveys conducted to gather employee feedback, which totaled 2,080 hours of engagement with over 80 team members. The feedback indicated a positive shift in morale and engagement, with over 100 unique ideas identified for improvement in workload challenges, communication hurdles, and accountability issues. Five core areas for improvement were established, including enhanced communication and operational efficiency. The study details how department leaders were engaged as champions for change, and how a project roadmap was developed to clarify project priorities and advocate for additional resources. The organizational structure was realigned to address capacity issues and prepare for future growth.