Department within a Large Institution: Case Study
MCCNO has a longstanding legacy of excellent customer service and a hospitality-focused mindset.
While this service-oriented brand serves as a strong attraction for convention planners and attendees, several American cities have recently invested in impressive and attractive state-of-the-art facilities that remain highly competitive with New Orleans’s offerings. Given that MCCNO provides much funding to the city and state, a thriving Convention Center directly benefits our communities.
Staying at the forefront of the industry will require MCCNO to take a highly innovative approach to its offerings, services, and operations; this innovation must begin from within, through the work of staff teams who are focused on building and sustaining competitive advantage, while making a positive impact on the City of New Orleans.
A mix of highly tenured staff (20+ years of service) and employees with new ideas has led to tensions in collaboration and connection across individuals, teams, and departments.
In order to stay agile and innovative, MCCNO teams need to shift from a hierarchical structure to one where each employee’s voice is valued and recognized.
While customer-facing departments see the direct impact of their work, it is more challenging for operational teams to understand the value of their contributions.
A planning process that began with Discovery where trepwise engaged a cross-section of voices at all levels, departments, and tenures.
A leadership and directors' retreat to present Discovery findings and determine the priorities for shifting the organizational culture of the organization to build towards becoming more innovative.
An inclusive solution Design process, where a team of 40 employees guided the ideation, testing, and implementation of system-level solutions addressing: communication, accountability, innovation & employee voice, and cultural values.
A cultural Master Plan, detailing systems-level change through a mixture of short, medium, and long-term interventions.
Employee ownership, understanding, ambassadorship, and engagement in bringing cultural changes to life, including training and practice in the methods of Human Centered Design.
Alignment among all levels of the organization, from the Executive Leadership to front-line providers, in designing a shared vision for the culture and pathing the way to achieve it.