University of Chicago Hospital (UCH) wanted to create a new vision that would help build a culture where employee pride and loyalty could flourish, and where its workforce could prepare the future. This vision would require breaking away from one-time training events with a limited focus on compliance to introduce continuous learning within the organization. It was Disney Institute which helped introduce to UCH the changes they desired.

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When one of the nation’s largest multi-family community management companies noticed a growing number of residents were dissatisfied with their homes and service, Joe Berry made a call. He called Disney Institute. Since working with Disney, AIMCO’s vice-president of learning and development reflects, "We’ve always been focused on our residents, but our approach really wasn’t formalized until we teamed up with Disney Institute. The relationship helped us springboard a theme that will now be woven throughout everything we do and embraced by every team member at AIMCO."

In 2001, Arkansas Children’s Hospital was struggling with the recruitment of critical staff including nurses, respiratory therapists and patient information assistants, and the team was also dealing with high staff turnover rates. How did short-term fixes give way to a complete culture change?

It started with an outreach to Disney Institute. "Now that we have a Culture by Design," says Scott Gordon, COO of Arkansas Children’s Hospital, "we find that all of our efforts - fundraising, retention of team members, patient satisfaction and work with our physician partners - are more successful because we are more consistent and focused. We could not, in our wildest imagination, have predicted how powerful a change agent the Disney Institute training would be for our organization."

Facing significant competition from larger, big-city hospitals, Duncan Regional Hospital faced considerable challenges in achieving — and sustaining — operational and financial success. They began to overcome those challenges when they committed to making a change with the help of Disney Institute. After adapting Disney standards to their organization, market share has increased and patient satisfaction scores catapulted from a low 75th to a high 99th percentile rating. It’s a healthy prognosis for a once-ailing hospital.

Humana’s self-diagnosis revealed that claims were being reworked in reaction to higher error rates. Customers complained service was unacceptable, and retention rates were reaching their lowest levels. With each revelation, Humana associates became more discouraged, complacent, and some even left the company.

The prescription was Disney Institute. Arriving with a commitment of being more "consumer-centric," Humana began the first step in what would ultimately be a successful transformation. "Given the fact we were driving toward a consumer-centric approach," asked Humana’s senior vice-president and chief service and information officer Bruce Goodman, "what better company to look at than Disney?"

With 35,000 employees accommodating 32 million passengers annually, how did Miami International Airport manage to get a diverse mix of airline personnel, vendors, county employees, and federal employees on the same page? They began by taking a trip to meet with the Disney Institute team. "That’s one of the reasons why we turned to Disney," explains MIA’s director José Abreau. "I think that going to the best gives you the best results."

Previous attempts to address the value and performance of their organization had lost momentum. That’s when NRH turned to Disney Institute. In less than four days, senior management to see their future. Inspired by the multi-day program which showed how building a loyal customer base would drive repeat business and financial success, they made changes. At NHR, those changes reduced turnover, increased patient satisfaction, and told employees that they mattered.

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What does a 170-year-old South African financial services company have in common with Disney? It was a passion for providing service. The Old Mutual Group’s decision to create a culture of service excellence led them to Disney Institute, where the lessons they gathered were soon put in place.

Hannah Thomas, the drive’s campaign manager, observes "There are many companies that are excellent at service. What makes Disney Institute unique is the powerful combination of theory and experience. Individuals go back home asking, ‘What can I do for my clients, based on what I just learned and saw firsthand?’"

A super-sized collection of superstores in South Africa, Pick n’ Pay had 123 corporate stores, and 30,000 employees, and one secret weapon: direction from Disney Institute. After more than 600 Pick ‘n Pay employees traveled to the Walt Disney World® Resort to attend a customized Disney Institute program, they returned home with an understanding of "Disney’s Approach" to quality service, leadership, and management. To this day, their adaptation of Disney best practices continues to improve their own best practices back home.

As long as your employees are at Disney for a corporate retreat, why not give them an extra boost by introducing them to proven Disney business philosophies? Although Siemens focus is on the development and manufacturing of technologically advanced medical equipment, they were also smart enough to realize that Disney Institute could share with them lessons in quality service and leadership that could increase levels of external customer satisfaction. The results are in. They did.

Although it is well-known as the second-largest temporary agency in the Netherlands, Start Holding faced competition from the one company ahead of it - and every company that followed. How would they differentiate their people and products and services?

They would visit with Disney Institute to find a new path that followed the classic Disney model, the "Chain of Excellence" whose concentration on leadership excellence, employee excellence, candidate satisfaction, customer satisfaction, financial results, and customer value would guide the company’s future. And it has, seen today in improved customer and employee satisfaction scores and in an awareness of where the company is headed: to the top.

Around the world, respect for the Volvo brand was recognized by virtually everyone except… Volvo employees. Given little training in the company’s 80-year history, employees generally lacked a higher commitment to customer service or displayed an elevated sense of pride in the creation of their own product.

So, using a playbook developed by Disney Institute, the UK-based company created their own service-delivery system. Not only did frontline workers get on board, says Kevin Meeks, Network and Business Development Director for Volvo Car UK Limited, but the P.R.I.D.E. program (emphasizing Passion, Respect, Integrity, Drive, and Energy) "Helped us further leverage the service theme and make it actionable by everyone in dealerships."

After a labor dispute caused a rift between union and management staff, it was time to bring the two factions together and to return the focus where it should be: the care of patients and their families. It would be a long journey, but it would be made easier with the help of Disney Institute.

END - Article Credits:  Disney Institute