We started our discovery by asking key questions of the CEO and executive team: Why were knowledge worker leaders evaluated using all of the same criteria as assembly line workers? How could we implement career paths, mentoring and motivation that would help leaders make better decisions, and feel more satisfied with their work? And how would they possibly attract talent and evolve their business?
Oxygen then arranged deep-dive sessions with other Oxygen clients who had gone through similar transformations, so that the Western Digital team could learn what worked, what didn’t – and what pitfalls to avoid.
Workshops, interviews, and concept sessions helped the Western Digital team involve their leaders, stakeholders, and managers formulate their own vision where, instead of ratings, bell curves, and canned reports, knowledge workers could expect mentoring, conversations, and career development paths to help them gain a more rewarding experience as leaders at Western Digital.