Case Study - Retail Operations

In 1998, the Grid Power to Change process was introduced into one of four regional divisions of an international retailer. Struggling to maintain profits, the division suffered from an unhealthy and disparate culture. Since that time:

Grid Development

• Over 300 management personnel completed the Leadership Grid Program.
• Numerous Grid team development sessions conducted.
• Two Grid 'partnership' sessions with management and union.

The Results

• The division has returned record profits in each consecutive year versus overall losses incurred by divisions not using Grid.
• Gallup© survey implemented throughout organization illustrates healthy culture development in Grid division, contrary to other divisions.
• Union-management grievances requiring arbitration have been reduced to record low levels.

"I've used Grid in two companies and I know its value; it helps align people around change in such a way that you are able to address conflict and develop trust." CEO

"Grid has provided our organization with a common language and skill-set. How we conduct meetings, make decisions and generally work together is greatly improved." Vice President - Human Resources

Case Study I - Industrial Setting

Case Study III - Grid with Coaching Follow-up - OilCo.