25 years of

Software Development Company - 8+ years

Focus: Building and Maintaining a High Performance, Virtual Company

During our initial engagement with this company, it was apparent that they needed to clarify their priorities, improve project management, and spend time getting everyone heading in the same direction.

With their single software product becoming a hit, the company needed to prepare for rapidly changing technological requirements, as well as customer needs. Despite spending thousands of dollars, they did not seem to be making any progress. Following this first meeting, Operation Explore worked with the owners and employees to create clarity of direction and purpose, clear up alignment around the cause, and increase overall confidence so that everyone could put on game-winning faces.

During the process, we spent considerable time using their “Annual Surge” meeting as a critical opportunity to strengthen the culture of the organization. Focusing on the company’s Core Values, such as “Virtual is our reality” (referencing the owners’ desire to have a virtual company where their team could be located all over the world), we created a clear call to action and purpose. We used the Myers-Briggs Type Indicator to individually assess the team members and allow them to understand their ‘gifts differing’. The journey took several detours, until we arrived at a solution that would work: hiring new talent, strengthening existing talent, and increasing follow-through.

Our next step was to start our Organizational Development Initiative. For this, we created a small Strategic Leadership Team (SLT) from their company which would monitor and build Culture, Strategy, and Structure. Once we felt the Culture was in a good place, we spent time thinking deeply and mapping out their Strategy Cascade: an activation process that enrolled the rest of the organization into the ownership of the Strategy. The Strategy identified the need to partner with other organizations to help build supportive products and ward off competitive threats. Operation Explore meets on a quarterly basis with the SLT to remain focused on the Organizational Development Process. One of our most important roles is to provide an external perspective on how people are working together to be the best for their company and creating a safe, open and effective space for dialogue.

  • Boehringer Ingelheim
  • 3M
  • Novartis
  • Biogen Idec
  • Pfizer
  • Genzyme
  • United Technologies
  • Northern Trust
  • Millenium
  • Pepsi
  • Federal Express
  • Aetna
  • Pitney Bowes
  • HSBC
  • Morgan Stanley
  • FPL
  • NextEra Energy
  • Sanofi-Aventis
  • Motorola
  • Florida International University
  • Chubb Insurance
  • Pratt & Whitney
  • Target
  • McDonalds
  • Medtronic
  • University of Connecticut
  • Iroquois Pipeline
  • NCCI
  • Alcon Labs
  • Stryker
  • Northeast Utilities
  • Yale University
  • IBM
  • Sony
  • Click Bond
  • Core Associates
  • Cultural Council of Palm Beach County
  • Broward Center for the Performing Arts
  • Kravis Center for the Performing Arts

We guide organizations as they manage change, transitions, alignment, mergers, generational succession and culture shift.

Believing that actions speak louder than words, we offer an array of approaches for enhancing the human potential.