Itron was facing a formidable challenge. A series of acquisitions had produced a company with 9,000 employees operating in over 40 countries around the world. While all of the acquisitions had been integrated operationally and financially they were not integrated culturally.
Instead of 'One Itron' they operated as a series of tribes spread across the planet. In the words of the CEO, "Itron had lost its swagger and teamwork existed much more as an idea than a practice."
Our job was to build one unified Itron culture. We put the top 200 managers through a nine-month long process of learning the practices of Commitment Based Management and in so doing produced new, unimaginable levels of trust, cooperation, teamwork, and unity.
When it came time to measure our financial success we were told, "Don't even bother. The results that you have generated so vastly exceeded our expectations that we are not concerned about the financial promise. You have set us on a course to a new future and that's priceless."
In our view we put in place a new mood of trust, ambition, and confidence in the company. We taught them new practices for communication, cooperation, coordination, and mobilization and they put them to work to reshape the company, generate new business, and get their 'swagger' back! We taught them a new approach to strategic thinking and innovation and this in turn generated a new way of moving in the market.
As a result, Itron has engaged HP2 for an ongoing series of programs to take the work deeper into the organization.