CASE STUDY
From internal tension to alignment and growth.
How a premier truck manufacturer improved performance by holistically working on the human side of their operations.
Volvo Trucks International Division (ID) is a very profitable part of Volvo Trucks Corporation. In spite of this profitability, the management team was suffering from significant internal tension and low employee satisfaction index. The president initiated a leadership development program for the management team, including individual coaching.
After one year, leadership measures suggested marginal improvement, but an employee attitude survey resulted in an even lower employee satisfaction index than in previous years.
THE CHALLENGE
Volvo Trucks and BVC mapped out a plan to holistically address the leadership tensions and employee satisfaction. Using BVC Analytics, they conducted Culture and Leadership Assessments to understand root causes and guide development and change. Further, they addressed business strategy as part of the transformation, ensuring that leaders’, employees’ and the businesses’ values, words and actions were congruent.
THE SOLUTION
The Cultural Entropy score dropped from 33% to 6%
All of the top values in the Current Culture were positive
Operating Income improved YOY