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Situation

A highly profitable, mid-size biotech manufacturing company had recently been acquired. All operations were being moved to a different city, and 85% of the employees were scheduled to lose their jobs when the transfer was complete. Company leaders were concerned that low morale would impact productivity and prevent important knowledge from being transferred during the transition period.

Solution

PSP's assessment showed that the company's leadership structure and employee engagement were compromised by the take-over. Company leaders lacked a vision for the transition, and employees had already checked out. Through a series of workshops for managers and workers of all levels, PSP re-invigorated the company's culture of personal responsibility by helping employees develop a personal brand.

By examining the qualities and skills that made each of them valuable, employees reconnected with their strengths and core values. Leaders developed an optimistic vision of the company's finale to communicate to their teams.

Result

Employees realized that taking personal responsibility would help them come out of the transition with the confidence they needed to look for new opportunities. Morale improved, and the company achieved record-breaking production numbers. Employees created their own LinkedIn group to keep networking and supporting each other after the merger was closed.

HBA

“PSP took a group of independent, extroverted leaders who were all used to being in charge and taught them how to work together as a team. It’s especially hard for successful people to change their behavior and adjust to new roles and circumstances, but PSP showed them the way. Allan, Dov and Judah are each superb facilitators. But, as a team, they have a magic together that transformed our board of executives.”

Pam Clingerman Board President
HBA
Healthcare Businesswomen's Association