Root Cause Analysis
Organizational Development
Case Details
A 40-year old global manufacturer and supplier of specialty chemicals – their solutions reaching millions of homes in 40+ countries, across The Americas, Europe, Middle East & Africa, CIS & Asia Pacific.
Cohort Size – 50+ participants across
Managers across middle-management and senior-management
Organizational Development (OD) Intervention aimed to align the organization’s vision, strategy, and market standing with its growth goals – a Cultural Transformation Intervention
Approach – BEI a Focus Group Discussions a Group SWOT a TOWS Matrix a Burke-Litwin (BL) Model for clearly understanding the Transformational, Transactional, and Individual factors contributing to both short- and long-term growth.
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The Business Challenge
A global specialty chemicals leader was facing a silent but growing organisational threat —
communication gaps between junior and senior management were widening, and attrition was rising.
Frequent leadership changes, unclear expectations, and inconsistent management behaviors were destabilising culture and morale.
Supervisors, despite being the backbone of operations, lacked the soft-skills needed to bridge these gaps, resulting in missed feedback loops and disengaged talent.
What happens when operational excellence is compromised by cultural misalignment?
→ Dive into the full case study.
The Skalent Diagnosis (Root Cause Analysis)
Before designing any solution, Skalent conducted a deep Root Cause Analysis that revealed a hard truth:
The problem wasn’t just communication.
It was leadership instability, outdated management styles, and a shift in organisational culture that had gone unaddressed for years.
Through behavioral interviews, culture surveys, and leadership assessments, Skalent uncovered the hidden patterns driving attrition and friction.
How does a rigorous RCA change the way organisations see their own culture?
→ View the diagnostic journey inside the full case study.
The OD Intervention Journey
With clarity in hand, Skalent designed a multi-phase Organizational Development Intervention for Cultural Transformation:
- Phase 1: Behavioral Event Interviews + Focus Group Dialogues
- Phase 2: Company-wide Culture Surveys to map expectations vs. reality
- Phase 3: A 50+ participant Large Group SWOT & a TOWS strategy creation
- Phase 4: A Burke–Litwin Model–based organisational analysis framework
Each phase helped the organisation shift from fragmented leadership to a unified culture built on alignment, accountability, and strategic clarity.
What does cultural transformation look like when leaders become the primary drivers of change?
→ Download the full journey to find out.
Data Analysis Chart
The Impact
The OD intervention didn’t just fix communication gaps —
It reset the cultural operating system of the organisation.
Key outcomes included:
- A revised Vision & Mission aligned to the new cultural direction
- Clear short- and long-term strategic deliverables
- Strengthened cross-level collaboration and management interactions
- Improved leadership awareness and professional maturity
- A more resilient, future-ready, and market-aligned culture
This wasn’t a workshop.
It was a complete cultural redesign rooted in data, psychology, and leadership behavior.
How did these shifts translate to real organisational performance?
→ See the full impact in the complete case study.
