IMPACT: 22% jump in employee engagement between 2016 and 2018
SCALE: 4,700 managers worldwide
SPEED: 1 year
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As you’ve been reading in our ongoing blog series, Culture Change: The Master Class, NLI’s approach to culture change consists of two key ingredients: growth mindset and priorities, habits, and systems.
At HP, recent spikes in a host of key metrics have shown the success of those two elements over the span of a year of partnering with the NeuroLeadership Institute. HP is now leading both the commercial PC and printer markets and has raised its overall market cap to more than $30 billion.
The story of how it all happened began with HP splitting from Hewlett-Packard Co. in 2015, and senior leadership realizing a need to establish a new culture for the 50,000 employees moving to the new HP Inc.
Led by CHRO Tracy Keogh, the initiative grew into two distinct components: a continual focus on getting better (rather than being the best), and defining what it prioritizes as an organization, so that it could build the habits and systems to make those priorities come to life.
“Make it happen!”
HP worked with NLI as a thinking partner to determine which leadership principles could turn priorities into concrete behavior. Hundreds of ideas were shared throughout the company, before the team arrived at three key mantras: Imagine the future, Inspire the team, and Make it happen.
Now, in meetings and in emails, HP employees use the shared phrases to create shared understanding and ways of working. For example, employees put “Make it happen!” in their email signatures. Follow-up surveys have shown a 22% jump in employee engagement between 2016 and 2018 and stock gains to record levels.
Of the past two years reigniting this culture, Tracy Keogh, HP’s Chief Human Resources Officer, says, “It’s been an amazing journey.”
Click here to view the full HP feature case study.
This article is the sixth installment in NLI’s new series, Culture Change: The Master Class, a 6-week campaign to help leaders understand the science behind creating — and sustaining — culture change.
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