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Leadership Case Studies

Here is a sample of three case studies from the book, Leadership Case Studies, that are most instructive and impactful to developing leadership skills.

Leadership Case Studies

For the past 30 years, I have conducted seminars and workshops and taught college classes on leadership.

I used a variety of teaching aids including books, articles, case studies, role-plays, and videos.

I recently created a book, Leadership Case Studies that includes some of the case studies and role-plays that I found to be most instructive and impactful.

Here is a sample of three case studies.

Peter Weaver Case Study

Peter Weaver doesn’t like to follow the crowd. He thinks groupthink is a common problem in many organizations. This former director of marketing for a consumer products company believes differences of opinion should be heard and appreciated. As Weaver states, “I have always believed I should speak for what I believe to be true.”

He demonstrated his belief in being direct and candid throughout his career. On one occasion, he was assigned to market Paul’s spaghetti-sauce products. During the brand review, the company president said, “Our spaghetti sauce is losing out to price-cutting competitors. We need to cut our prices!”

Peter found the courage to say he disagreed with the president. He then explained the product line needed more variety and a larger advertising budget. Prices should not be cut. The president accepted Weaver’s reasoning. Later, his supervisor approached him and said, “I wanted to say that, but I just didn’t have the courage to challenge the president.”

On another occasion, the president sent Weaver and 16 other executives to a weeklong seminar on strategic planning. Weaver soon concluded the consultants were off base and going down the wrong path. Between sessions, most of the other executives indicated they didn’t think the consultants were on the right path. The consultants heard about the dissent and dramatically asked participants whether they were in or out. Those who said “Out” had to leave immediately.

As the consultants went around the room, every executive who privately grumbled about the session said “In.” Weaver was fourth from last. When it was his turn, he said “Out” and left the room.

All leaders spend time in reflection and self-examination to identify what they truly believe and value. Their beliefs are tested and fine-tuned over time. True leaders can tell you, without hesitation, what they believe and why. They don’t need a teleprompter to remind them of their core beliefs. And, they find the courage to speak up even when they know others will disagree.

  • What leadership traits did Weaver exhibit?
  • If you were in Weaver’s shoes, what would you have done?
  • Where does courage come from?
  • List your three most important values.

Dealing with a Crisis Case Study

Assume you are the VP of Sales and Marketing for a large insurance company. Once a year your company rewards and recognizes the top 100 sales agents by taking them to a luxury resort for a four-day conference. Business presentation meetings are held during the morning. Afternoons are free time. Agents and spouses can choose from an assortment of activities including golf, tennis, boating, fishing, shopping, swimming, etc.

On day 2 at 3:00 p.m., you are at the gym working out on the treadmill, when you see Sue your administrative assistant rushing towards you. She says, “I need to talk to you immediately.”

You get off the treadmill and say, “What’s up?” Sue states, “We’ve had a tragedy. Several agents went boating and swimming at the lake. Randy, our agent from California died while swimming.”

(Background information – Randy is 28 years old. His wife did not come on the trip. She is home in California with their three children).

  • Explain what you would communicate to the following people.
  • Your Human Resources Department
  • The local police
  • The attendees at the conference (Would you continue the conference?)
  • How will you notify Randy’s wife?
  • If Randy’s wife and a few family members want to visit the location of Randy’s death, what would you do?
  • What are some “guiding principles” that leaders need to follow in a crisis situation?

 Arsenic and Old Lace Case Study

Review the YouTube video, “ I’ll show them who is boss Arsenic and Old Lace.”   

Background Information

The Vernon Road Bleaching and Dyeing Company is a British lace dyeing business. It was purchased in bankruptcy by the father/son team of Henry and Richard Chaplin. Richard has been acting as “Managing Director” which is the same as a general manager or president of a company.

The company has had 50-to-150 employees with 35-to-100 being shop floor, production employees. The company produces and sells various dyed fabrics to the garment industry.

Gerry Robinson is a consultant who was asked to help transform methods of conducting business to save the company.

Jeff is the factory manager.

  • What are Richard’s strengths and weaknesses as a leader?
  • What could Richard have done to make the problems of quality and unhappy customers more visible to the workforce?
  • What do you think Richard’s top three priorities should be for the next 12 months?
  • What could Richard have done to motivate the workforce?
  • Evaluate Jeff’s approach and effectiveness as a leader.

The book contains 16 case studies, four role-plays, and six articles. I hope you find some of the content useful and helpful in your efforts to teach leadership.

Click for additional leadership case studies and resources .

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HKS Case Program

The teaching cases in this section are designed to provoke critical thinking on various domestic and international leadership challenges. Students will find themselves in the shoes of leaders from many positions—whether it be in the nonprofit or public sectors—and will have to navigate the complex reality of what it means to be an effective leader.

Multimedia Case - A Fork in the Road: Simulating Lyndon Johnson's Choices in Vietnam in Early 1965

A Fork in the Road: Simulating Lyndon Johnson's Choices in Vietnam in Early 1965

Publication Date: April 11, 2024

This historical role-play simulation is set on March 28, 1965. The scenario places students within the context of that time, a point at which, after months of increasing tensions and contentious debate, President Lyndon Johnson appears to be...

Teaching Case - The Mosquito Network: Global Governance in the Fight to Eliminate Malaria Deaths

The Mosquito Network: Global Governance in the Fight to Eliminate Malaria Deaths

Publication Date: April 5, 2024

Malaria, a deadly disease transmitted by the bites of infected mosquitoes, had been effectively eliminated from the developed world since the end of the World Health Organization’s Global Malaria Eradication Campaign in 1969. In Africa,...

Case - Operation Pufferfish: Building and Sustaining a Department of Neighborhoods and Citizen Engagement in Lansing, Michigan

Operation Pufferfish: Building and Sustaining a Department of Neighborhoods and Citizen Engagement in Lansing, Michigan

Publication Date: March 5, 2024

Lansing native Andi Crawford returned home and took over a mismanaged and outdated neighborhood grant program, revamping grant processes, bringing in new money and capacity, and expanding eligibility.This shift became just one element of a much...

case study about leadership

Charting a Course for Boston: Organizing for Change

Boston Mayor-elect Michelle Wu was elected on the promise of systemic change. Four days after her November 2021 victory—and just eleven days before taking office—she considered how to get started delivering on her sweeping agenda. Wu...

case study about leadership

More than a Contract: Black Self-Determination and People’s Assemblies in Jackson, Mississippi Epilogue

Publication Date: March 1, 2024

This epilogue accompanies HKS Case 2276.0. The Jackson People’s Assembly (JPA), a vehicle of “Black self-determination and autonomous political authority of the oppressed peoples and communities in Jackson,” launched the...

case study about leadership

More than a Contract: Black Self-Determination and People’s Assemblies in Jackson, Mississippi

The Jackson People’s Assembly (JPA), a vehicle of “Black self-determination and autonomous political authority of the oppressed peoples and communities in Jackson,” launched the political career of Chokwe Lumumba, a veteran...

case study about leadership

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall Epilogue

Publication Date: February 21, 2024

This epilogue accompanies HKS Case 2255.0. A practitioner guide, HKS Case 2255.4, accompanies this case. For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville,...

case study about leadership

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall Practitioner Guide

This practitioner guide accompanies HKS Case 2255.0. An epilogue, HKS Case 2255.1, follows this case. For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville,...

case study about leadership

Mayoral Transitions: How Three Mayors Stepped into the Role, in Their Own Words

Publication Date: February 29, 2024

New mayors face distinct challenges as they assume office. In these vignettes depicting three types of mayoral transitions, explore how new leaders can make the most of their first one hundred days by asserting their authority and...

case study about leadership

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall

For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville, Massachusetts. The case begins in January 2020 when the mayor is looking ahead at his recently won,...

case study about leadership

Leadership in Moral Conflict Simone Veil and Abortion Reform in France

Publication Date: April 1, 2003

This case tells the 1974 story of a French health minister, Simone Veil, and her ultimately successful effort to liberalize France's abortion law. It serves as a vehicle for exploring leadership in a legislative setting, in this instance a...

Teaching Case - Fallen Idol? Aung San Suu Kyi & the Rohingya  Humanitarian Crisis

Fallen Idol? Aung San Suu Kyi & the Rohingya Humanitarian Crisis Epilogue

Publication Date: January 25, 2024

This epilogue accompanies, "Fallen Idol? Aung San Suu Kyi & the Rohingya Humanitarian Crisis," HKS Case Number 2139.0. Soon after Myanmar’s longtime democracy crusader and opposition leader, Aung San Suu Kyi, was...

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Hertz CEO Kathryn Marinello with CFO Jamere Jackson and other members of the executive team in 2017

Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

  • Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
  • Fifty four percent of raw case users came from outside the U.S..
  • The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
  • Twenty-six of the cases in the list are raw cases.
  • A third of the cases feature a woman protagonist.
  • Orders for Yale SOM case studies increased by almost 50% compared to 2020.
  • The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

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38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

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Leadership and Ethics Case Studies

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The Ethical Leadership Case Study Collection

The Ted Rogers Leadership Centre’s Case Collection, developed in collaboration with experienced teaching faculty, seasoned executives, and alumni, provides instructors with real-life decision-making scenarios to help hone students’ critical-thinking skills and their understanding of what good leaders do. They will be able to leverage the theories, models, and processes being advanced. Students come to understand that workplace dilemmas are rarely black and white, but require them to think through and address competing claims and circumstances. Crucially, they also appreciate how they can, as new leaders and middle managers, improve decisions by creating realistic action plans based on sound stakeholder analysis and communication principles. These case studies are offered free of charge to all instructors.

group of students at a round table during the Top 200 Program summit

Cases come in both long and short forms. The long cases provide instructors with tools for delving deeply into subjects related to a variety of decision making and organizational development issues. The short cases, or “minis,” are quick in-class exercises in leadership.

For both the long cases and the minis, teaching-method notes are provided, which include not only recommended in-class facilitation methods, but also grading rubrics, references, and student feedback.

Testimonials

“I have been invited to judge the Leadership Centre’s Annual Ethical Leadership National Case Competition since its inception. Each year, competitors are given a Centre’s case to analyze and present. These cases are like nothing else. They bring the student into the heart of the situation. To excel, students must not only be able to cogently argue the options, but also demonstrate how to implement a decision based on a clear-eyed stakeholder analysis and an understanding of the dynamics of change.” Anne Fawcett, Special Advisor, Caldwell Partners
“I have worked with the Ted Rogers Leadership Centre to both develop and pilot test case materials. Feedback consistently shows that the Centre’s cases resonate with students, providing them with valuable learning experiences.” Chris Gibbs, BComm, MBA, PhD, Associate Professor
"As a judge in the recent national Ted Rogers Ethical Leadership Case Competition, I was very impressed with the quality of the case study prepared by the Leadership Centre. It was brief but well-composed. It exposed the students to ethical quandaries, of the sort they may well face in their business careers. It not only tested their reasoning, but it challenged them to develop a plan of action when faced with incomplete information and imminent deadlines.” Lorne Salzman, Lawyer

We value your feedback

Please inform us of your experience by contacting Dr. Gail Cook Johnson, our mentor-in-residence, at [email protected] .

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case study about leadership

To Succeed, Forget Self-Esteem

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  • September 20, 2012

The Paradox of High Potentials

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What It Takes to Lead Now

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  • November 13, 2009

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CEOs Need Mentors Too

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  • From the April 2015 Issue

Management Is Not a Profession - But It Can Be Taught

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  • Roger Martin
  • July 01, 2010

Be a Better Manager: Live Abroad

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What Makes a 360-Degree Review Successful?

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Most People Don’t Want to Be Managers

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Zooming: How Effective Leaders Adjust Their Focus

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9 Habits That Lead to Terrible Decisions

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What It Really Takes to Become an Executive Coach

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How Introverts Can Make the Most of Conferences

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The Key to Inclusive Leadership

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Hillary Clinton, Donald Trump, and the Danger of Comparing Leadership Styles

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Do Women’s Networking Events Move the Needle on Equality?

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Upwork's CEO on How an Introverted Engineer Learned to Lead

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  • From the May 2016 Issue

Don’t Shield Young Leaders from Hard Truths

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  • December 10, 2008

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Getting Along: How Can I Step Up in My Boss’s Absence — Without Stepping on Their Toes?

  • December 19, 2023

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The Best Leaders Are Versatile Ones

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  • Robert B. Kaiser
  • March 02, 2020

Developing Global Leaders Is America’s Competitive Advantage

  • Bill George
  • March 02, 2012

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Mastercard Labs (A) (Abridged)

  • Linda A. Hill
  • Sunil Gupta
  • Emily Tedards
  • Julia Kelley
  • April 08, 2022

Truly Human Leadership at Barry-Wehmiller

  • Dylan Minor
  • Jan W. Rivkin
  • September 20, 2016

Leadership Online (A): Barnes & Noble vs. Amazon.com

  • Pankaj Ghemawat
  • May 26, 1998

Accenture's Code of Business Ethics

  • Eugene Soltes
  • January 03, 2019

Fixing Facebook: Fake News, Privacy, and Platform Governance

  • David B. Yoffie
  • Daniel Fisher
  • October 15, 2019

Change at Whirlpool Corp. (A)

  • Dorothy Leonard
  • April 09, 2005

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HBR's 10 Must Reads on Leadership, Vol. 2 (with bonus article "The Focused Leader" By Daniel Goleman)

  • Harvard Business Review
  • Daniel Goleman
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  • March 24, 2020

Managing at Scale in the Long Beach Unified School District

  • James E. Austin
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  • August 24, 2006

DaVita HealthCare Partners and the Denver Public Schools: Creating Connections

  • John Jong-Hyun Kim
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  • September 30, 2014

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Leading by Example

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What You Really Need to Lead: The Power of Thinking and Acting Like an Owner

  • Robert Steven Kaplan
  • September 15, 2015

L.L. Bean: A Search for Growth

  • Walter J. Salmon
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  • March 31, 2004

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Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion

  • Richard Boyatzis
  • Annie McKee
  • October 27, 2005

Starbucks Coffee Company: Transformation and Renewal

  • Nancy F. Koehn
  • Kelly McNamara
  • Nora N. Khan
  • Elizabeth Legris
  • June 02, 2014

Honor Foundation: Accessing Special Operations Talent

  • Boris Groysberg
  • July 20, 2020

Managers and Market Capitalism, Module Note

  • Rebecca M. Henderson
  • Karthik Ramanna
  • January 21, 2012

Kurt Summers: Investing in Our Chicago

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  • Michael Norris
  • December 06, 2016

Engaging the Nationwide Workforce

  • Ethan S. Bernstein
  • Jessica A. Gover
  • Sarah Mehta
  • October 14, 2019

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Mindful Leadership: Emotional Intelligence Collection

  • Fran Johnston
  • October 13, 2015

Saint George Triangle: A Multi-Party Simulation. The Stakeholders - Boavista Market Gardens

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Hope: An Essential Element of Resonant Leadership

Popular topics, partner center.

  • : Manufacturing, Metals & Mining

Strategic Success, Real Results by Transforming the Leadership Culture

KONE INC.

Client Profile & Challenge

With urban environments growing fast in recent decades, KONE’s deep experience creates tremendous potential for growth. But the company faced challenges in turning that potential into reality and meeting the ambitious goal of moving from No. 4 in the industry to No. 1.

In the Americas, internal concerns typically overruled customer needs. Safety incidents were occurring too often, and operational discipline was lax and inconsistent. Former CEO Vance Tang expected more from KONE, and he viewed leadership development and culture change that ultimately focused on the customer as the best way to get there.

The company had ambitious goals, including:

  • Achieve industry leadership;
  • Drive organizational performance through people leadership;
  • Set the ambition to be different, to be better, to be great; aim for excellence;
  • Be more strategic and less operational;
  • Collaborate more on customer-focused processes across functions and regions;
  • Draw on different perspectives to generate new ideas for the business; and
  • Win with the best talent and the best leaders; attract and develop talent.

What would it take to transform KONE’s culture, accelerate leadership, and achieve desired results?

Solution & Results

Our Organizational Leadership faculty worked with KONE in a powerful developmental process called Transforming Your Organization. We collaborated with the KONE senior leadership team during each step of the process.

The senior team began by spending time to increase feedback, build trust, and communicate better with one another. Then they boldly engaged the top 100 KONE Americas leaders in a 2-day leadership development event.

The meeting was focused on strategic direction and determining the changes in mindset and leadership needed to enact the strategy successfully. Senior leadership began by laying out the vision: Taking KONE from No. 4 to the industry leader.

During the event, the senior leadership team took the stage to hold an open discussion among themselves about what matters most to the success of the organization. They discussed how they were changing personally and how, as a leadership team, they were facing big shifts. They explored the leadership style required for achieving the organization’s new vision and plotted concrete steps to reach it.

KONE has chartered 4 strategy teams responsible for specific areas: leadership, profitable growth, environmental excellence, and financial excellence.

Team members are drawn from multiple functions and levels within the organization.

“An eagerness to think about strategy is permeating the culture,” says Chuck Moore, Senior Vice President of Human Resources. “People all over are weighing in. The goal is to let the best ideas win.”

KEY RESULTS

  • Safety incidents have declined more than 70%;
  • Customer satisfaction levels have tripled;
  • Employee engagement has reached world-class levels; and
  • Market share and profits have risen substantially.

Participants Say

“We had to appreciate that we had to change ourselves first in order to change the culture. CCL helped us talk to each other. We spent time on feedback, trust, and dialogue. Now we can openly challenge each other and achieve better outcomes because we can all be on the same page and work much faster . ”

Former CEO KONE Americas

“Transforming Your Organization is not a step-by-step plan. It’s not an HR program. It’s a more complicated journey of shared leadership. We had to learn how to collaborate and be interdependent in order to make this journey.”

Chuck Moore

Senior Vice President of Human Resources KONE Americas

Partner With Us

We can partner with your organization to develop a customized solution that transforms your leadership culture. We’ll work with you to build the culture and the team that fits the future of the business you want to create. Learn more about our Organizational Culture and Leadership solutions  today. 

| What to Explore Next

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