Cultural shift in 1500 employee's organization
When a company of 1,500 people lives like a startup — energy is high, but chaos rules. No processes, no clear goals, no feedback loops. Friendliness at all levels turned into blurred accountability.
Challenge:
To bring clarity without killing the spirit — understand where the company really was in its lifecycle, redefine leadership styles, and build the structure that supports growth.
Approach:
We combined diagnostics and experiential learning:
- Leadership development: workshops based on Adizes Leadership Styles and Adizes Corporate Lifecycle models.
- Team Bonding Sessions: sociometry, Management 3.0 practices.
- Strategic Sessions: focus on synchronization across teams and product lines.
- Agile Ceremonies: retrospectives, planning sessions, and process optimization workshops.
Result:
+5 percentage points in market share and a visible rise in engagement — not just numbers, but a company finally moving in one rhythm.