Situation

Defining the values for a pharma spin-off company involved a nine month process of engaging employees to define what kind of culture they wanted for their new company.

A business unit spinning-off from a large global company needed to establish a culture distinct from its parent organization.

Leaders of the spin-off company saw a unique opportunity to define their new company’s values, as well as behaviors to support the desired values.

Rather than imposing a set of values on the company, they wanted to start a discussion with employees about the kind of company they wanted to be and give employees a voice in determining the new company’s values and culture. Continue Reading →