The Pacific Institute assisted Connecticut Light & Power in developing a new executive leadership team to eliminate the cultural barriers blocking cross-corporate solutions. The team started by solidifying what it meant to be part of Connecticut Light & Power by creating a mission, vision and values statement. “For the long-term best interest of the company and its customers, Connecticut Light & Power needs …a shared vision and a sense of urgency,” the consultant report said. Using The Pacific Institute philosophy towards progression as the focus of organizational change, Connecticut Light & Power began transforming with a new organizational structure, the implementation of key result areas to focus the company’s strengths, communication and training on the new direction and a performance measurement system.
The Pacific Institute’s Imagine 21® program was tailored to give Connecticut Light & Power’s 2,300 employees a framework for personal change and create a launching pad for organizational collectivity.
With self-efficacy well established, The Pacific Institute assisted Connecticut Light & Power in creating a one-year corporate strategy. The strategy’s success at the leadership level in 2001 led to its expansion over the next two years to “give purpose and team identity to all employees,” President Lee Olivier said. “It has provided common language…and has given leadership a tool…to discuss the company’s direction, listen to the employees and to engage in constructive, robust dialogue.”