Once upon a time, in a land maybe not so far away, there was a company with a lot going for it. ABC Corporation had thousand of employees, a multi-national footprint, a popular, diverse product offering and a strong track record of success. Throughout its history, ABC developed a strong corporate culture, one built on tenets of customer service, employee engagement and consistent innovation.
People were their most important asset, management said. The CEO personally recognized several 10-, 20- and 30-year employees every year as part of the company’s Years of Service program. Leadership touted their 94 percent employee engagement rate as high as any in the industry. Even so, the CEO was troubled. She had attended a recent conference where the topic was the changing labor market and discussion centered on the prospect of a stagnating job force over the next five to seven years. It was clear to this executive that in order to stay successful, ABC would need to figure out how to adapt the company’s culture to this changing landscape. But how?