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Pratt & Whitney started with airplane engines. And grew and grew, expanding in many directions, with many offers, messages and strategies.
So we started with five separate business units and created a plan for reuniting them into a single company family.
We talked to execs. Studied their markets. Pored over their materials. Learned about the culture throughout the organization. We looked for connections. We looked for dissonance. We theorized what makes them one. What makes them special.
Then we did workshops. We asked hard questions. Started conversations about the world and the role of Pratt & Whitney within it. We had conversations about who Pratt & Whitney is, who it isn't, and who it aspires to be. And what that meant next to competition. They told us about the company's weak spots, and we talked about how to leverage them as strengths.
We sorted out all they said on charts and boards and it became clear that Pratt & Whitney needed a framework for communicating this to its customers, its employees, and the communities where it lives. And a framework for driving the business strategy.
We helped them build it. And then we helped them take the framework back to their business units, get their buy in, and then make it work.
And now everyone's going in the same direction.
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