Challenge
A Japanese-owned pharmaceutical organization required its North American business to replace locally developed values with four enterprise values. Because the U.S. business was successful and autonomous, a top-down mandate risked resistance, confusion, and superficial compliance.
Engagement
sr4 designed a values adoption approach that went beyond communication. We facilitated workshops and activities to introduce and explore the new values, built shared vocabulary and meaning, and partnered with HR to align values across the employee lifecycle, including recruiting, onboarding, performance management, and exits.
Results
The values were well adopted and continued to be used after the engagement. Employees showed stronger connection and ownership, reducing the risk that values would be treated as a compliance exercise.