Success stories

Business success stories that span different companies and cultures.

What do McDonald’s, Aramark and Microsoft have in common? At first glance, they seem like remarkably different firms. But all of them have experienced strong, measurable success with in3. Learn how from the following business success stories from a company leader’s perspective.

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The goal: Protect the Success of M&A Integration

The company leader’s story: “According to CFO and Fortune Magazines, roughly 75% of mergers and acquisitions are considered “disappointing or outright failures” and only 23% of acquisitions earn their cost of capital. Interestingly, the primary causes of the majority of failures were ‘people problems’ or ‘cultural issues’. After our acquisition, our problem was integrating our executive team. We are a multi-billion-dollar division of a $14.5B company. The executive team was spiraling out of control resulting in decreased performance and morale. After spending $250K on coaching, leadership training etc., all to no avail, we called in3 and spent a fraction of that on a culture study. in3’s approach to mapping culture anticipated and resolved integration issues. Examining the results, we understood for the first time why the execs couldn’t work together. We made the job realignments recommended by in3 and the following year won the Chairman’s award for the best performing division, an achievement the chairman credited to the culture study.”

 

 

 

 

 

The goal: Discover the right people for new strategy and culture

The company leader’s story: “We are an 23 billion dollar company with a famously strong culture. However, a strategy change in our facilities group required a culture change and organization redesign to achieve the desired outcome. Under the old operating model our managers primarily had to execute. The new strategy involved outsourcing to reduce costs. Under the new strategy, managers had to solicit and supervise a portfolio of vendors who then did the execution. The old jobs and old performance management system focused on the old objectives, not the new. in3 redesigned our jobs to match our new strategic goals. They then matched our people to the new jobs based on their personal culture preferences. It worked beautifully.”

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The goal: Make certain alliances work

The company leader’s story: “We are a multibillion-dollar consulting firm participating in a global alliance with a multibillion-dollar software company. This alliance was not performing as expected. Realizing we both have strong, differing cultures, we called on in3. Findings revealed that while our cultures are different, the top players in the alliance agreed on what type of culture the alliance should have and did, in fact, fit that culture. The players who did not fit the alliance’s culture were the people stalling the results; we now knew where to focus our attention.”

 

 

 

 

 

The goal: Successfully transfer top employees

The company leader’s story: “We are a $6B international manufacturer. We had a problem transferring top players from one location to another because oftentimes the transferee would quit after 6 to 12 months. We have a written culture code that expresses who we are and how we operate, but we were concerned that our culture code was not being lived out as we grew larger. We contacted in3 and found that not all of our plants and geographies practiced the code similarly. Thankfully, all of our top performers lived the code. in3 created a web-based selection system for us, based on our culture code and the values of our top performers. It screened out candidates who may be successful elsewhere, but would not fit in our culture. It worked beautifully. Our people do not spend time interviewing candidates who would not stick with us anyway.”

 

 

 

 

The goal: Reduce turnover

The company leader’s story: “We are a $30M education company that had terrible sales force turnover; 50% of our new hires failed. This was an out of control cost that a smaller company like ours could not absorb. in3’s culture study revealed that all our top sales people had the identical culture profile. The people we were hiring did not fit this outline. We examined our sales support staff, identified those with the same profile, and promoted them. They obviously fit our culture, they fit our customers and they knew our product. They were instantly successful, with no turnover. Problem solved.”

 

 

 

The goal: Recognize and solve the cause of missed production targets

The company leader’s story: “We are a $40M manufacturer that saw an abrupt drop in our middle management performance level. Believing it to be a culture problem, because many managers were foreign-born, we called in3. in3 discovered it was not a culture fit, but a capability fit problem. Because we had grown, jobs had grown faster than our managers’ ability to execute. The manager jobs capability requirements had grown bigger than their incumbent’s capability. in3 designed and installed the talent system that identified the competence required by each job, the capability existing in house, and which managers had the potential to fill those jobs. The new system resolved the problem.”

 

 

 

 

 

The goal: Eliminate post-acquisition corporate in-fighting

The company leader’s story:  “We are a $6B company that has grown through acquisition. In the previous era, our corporate IT group directed all IT operations. However, each new acquisition came with its own IT function, who didn’t want to be told by corporate IT how to run their operation. This eventually led to open rebellion. Our fed-up CEO gave them a year to change the culture or he would outsource all of IT. in3 helped change our IT culture, redesigned all the jobs to help our IT staff better focus on their internal customers and employed other techniques to make corporate IT more responsive. This solved the problem and one year later, our IT organization was still intact. They had to learn their new roles, understand what measures were important, and to be customer oriented; which was a major culture change for them.”

 

 

 

 

 

The goal: Minimize the cost of recruiting

The company leader’s story:  “Our company has many business units of varying sizes, from multibillion-dollar entities to others under 50 million. Talent used to be ‘owned’ by the various businesses. As a result, Corporate was spending a fortune bringing talent in from the outside. We wanted to figure out a way to evaluate and promote our top 400 managers based on a common corporate system and cut our recruitment and relocation costs by promoting from within. in3 identified the capability we needed, mapped our top jobs and talent, and set up the system to track jobs and people. It is still working fabulously.”

 

 

 

 

The goal: Expose hidden underperformance

The company leader’s story:  “We do engagement surveys with in3 every other year. A few years ago, we had a VP who had impressed us. We thought he was a rising star. We were surprised to discover that his division had lower engagement scores than our other divisions. One year later that division’s performance plummeted and we sold it off. The VP was an impressive individual but a poor leader. The engagement survey predicted as much before the bad news started to happen. We were slow to act on the information at that time, but we learned what the engagement survey can do for us.”

 

 

 

 

 

The goal: Identify causes of turnover

The company leader’s story:  “We have a serious turnover among our hourly personnel. We didn’t know if it was a problem with our culture or with our recruiting. We did the engagement survey to check the culture and we scored very well. We have a great culture. It was our recruiting parameters that were off. We are now working with in3 to target candidates who will excel in our culture. We will be able to pay for the new system in less than a year through the reduction of turnover costs.”

 

 

 

 

 

The goal: Arrange for success through acquisition planning

The company leader’s story:  “We are a privately held company, third largest in our industry yet the fastest growing. We are planning an acquisition in the near future and want the integration to be seamless; we do not have the energy or the staff to handle a culture clash. Knowing we have a strong culture, we called in3 to map it. Now we know exactly what culture we are seeking.”

Read some snapshots of our clients’ experiences to see how FIT can make a difference in your company.

  • Cut the Cost of Talent Development

    We are a $7B international manufacturer. We had a problem transferring top players from one location to another. Oftentimes the transferee would quit after 6 to 12 months. We have a written culture code that expresses who we are and how we operate, but we were concerned that our culture code was not being lived […]

    Read more...
  • Slash Turnover Cost

    We are a $30M education company that had terrible sales force turnover; 50% of our new hires failed. This was an out of control cost that a smaller company like ours could not absorb. in3’s culture study revealed that all our top sales people had the identical culture profile. The people we were hiring did […]

    Read more...
  • Identify Causes and Reduce Turnover

    We are privately held manufacturer.  We had a serious turnover among our hourly personnel. We did not know if it was a problem with our culture or with our recruiting. We did the engagement survey to check the culture and we scored very well. We have a great culture. Our recruiting parameters are off. We […]

    Read more...
  • M&A Integration That Works

    According to CFO and Fortune Magazines, roughly 75% of mergers and acquisitions are considered “disappointing or outright failures” and only 23% of acquisitions earn their cost of capital. Interestingly, the primary causes of the majority of failures were ‘people problems’ or ‘cultural issues’.  After our acquisition, our problem was integrating our executive team.  We are […]

    Read more...
  • Cut Recruiting Costs – Recruit from Within

    Our company has many business units of varying sizes, from multibillion-dollar entities to others under 50 million. Talent used to be ‘owned’ by the various businesses. As a result, Corporate was spending a fortune bringing talent in from the outside. We wanted to figure out a way to evaluate and promote our top 400 managers […]

    Read more...
  • Solve the Cause of Missed Production Targets

    We are a $40M manufacturer that saw an abrupt drop in our middle management performance level. Believing it to be a culture problem, because many managers were foreign-born, we called in3. in3 discovered it was not a culture fit problem, but a capability fit problem; we had grown faster than our managers’ ability to execute. The […]

    Read more...
  • Eliminate Post-Acquisition In-fighting

    We are a global $6B manufacturer that has grown through acquisition. In the previous era, our corporate IT group directed all IT operations. However, each new acquisition came with its own IT function, who did not want to be told by corporate IT how to run their operation. This eventually led to open rebellion. Our […]

    Read more...
  • IT Culture Change

    We are a global conglomerate and we needed to completely change our IT culture. It was an association of deep skilled individuals. It had to become a cohesive customer responsive team.  in3 first created a profile of our current IT culture, and then contrasted that with what we said we had to become.  in3 then redesigned all […]

    Read more...

Our Clients

Over the years we have had the privilege of working with many clients, both large and small. Here is a sampling of the companies that we have worked with.

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