Five years into the project, Dean Anderson, CEO of Being First, got a call from John Lobbia, DTE’s CEO, who excitedly exclaimed, “We passed our breakthrough target, generating $108M of new net revenue!” Many achievements drove this result:
Major Utility Transforms Itself and Generates $108M in New Net Revenue
The company needed to fundamentally transform its old, historic way of operating, including significant breakthroughs in its culture, leadership and workforce mindset and behavior, and its way of running change projects. The organization operated on a foundation of stability, risk avoidance, lifetime employment, entitlement, and control. It needed innovation, empowerment and creativity, as well as a learning orientation and an entrepreneurial spirit that would fuel experimentation and new market solutions.
Breakthroughs were required in virtually every area: in the organization’s structure, systems, processes and technology, as well as in its culture, leadership, and workforce performance. To drive all this, a significant advancement in change leadership capability was required throughout the organization.
We then designed and facilitated a process for the top 300 leaders, including union leadership, to co-create a new company purpose, mission, vision and values. This two-day event and subsequent communication cascade was powerful, bonding and inspiring. Over the next two years, the top 1500 leaders attended the same 4-day Leadership Breakthrough Retreat in groups of 25, focusing on the breakthroughs and transformation needed to achieve the company vision, including the $100M revenue target for new businesses.
We consulted with the executives to scope, launch and successfully set up over a dozen key change initiatives designed to produce the breakthroughs required in the company and culture. We then supported the priority initiatives with ongoing advice and guidance and trained the internal change consultants to use The Change Leader’s Roadmap to support leaders of these key change projects. We continued to coach them in their efforts, helping them build high engagement strategies and course correct to successfully navigate project challenges.
Three years into the project, we conducted a series of two-day empowerment and communications trainings to further align all 12,000 employees behind the company’s new values, culture and strategic direction.