Executive Summary
A global food conglomerate approached Brief amid rising internal challenges following rapid growth through acquisition. Although the company had achieved strong market performance, internal culture lagged far behind. Employee engagement was in decline, turnover among high performers was accelerating, and silos had deepened between newly acquired brands. Through Brief’s proprietary Internal Culture Alignment Program™, we helped the organization move from a patchwork of disconnected teams to a unified culture anchored in shared purpose. Our approach centered on aligning values without erasing brand identity—building trust, boosting retention, and ultimately linking internal culture to external performance. Within 12 months, engagement rose by 24 points, productivity jumped in top-performing locations, and turnover among high-value employees dropped by 42%.
A global food conglomerate approached Brief amid rising internal challenges following rapid growth through acquisition. Although the company had achieved strong market performance, internal culture lagged far behind. Employee engagement was in decline, turnover among high performers was accelerating, and silos had deepened between newly acquired brands. Through Brief’s proprietary Internal Culture Alignment Program™, we helped the organization move from a patchwork of disconnected teams to a unified culture anchored in shared purpose. Our approach centered on aligning values without erasing brand identity—building trust, boosting retention, and ultimately linking internal culture to external performance. Within 12 months, engagement rose by 24 points, productivity jumped in top-performing locations, and turnover among high-value employees dropped by 42%.
The Opportunity
A strong business with a fragmented workforce
The client had grown through the acquisition of 12 distinct food brands in just five years. While this brought a wealth of capabilities and market share, it also created cultural fragmentation. Each acquired division operated under its own norms, systems, and leadership philosophies. Employees reported confusion about the company's strategic direction and a growing sense of detachment from both leadership and one another. Engagement scores had declined consistently for three years, with “belonging” and “purpose” reaching historic lows. High-performing employees were leaving at rates 40% above the industry average, and skepticism toward corporate initiatives was spreading, particularly among legacy teams who felt disconnected from newer acquisitions. Leadership recognized the stakes. Without internal alignment, operational efficiency, knowledge sharing, and talent retention would continue to suffer—putting both growth and innovation at risk.
The Opportunity
A strong business with a fragmented workforce
The client had grown through the acquisition of 12 distinct food brands in just five years. While this brought a wealth of capabilities and market share, it also created cultural fragmentation. Each acquired division operated under its own norms, systems, and leadership philosophies. Employees reported confusion about the company's strategic direction and a growing sense of detachment from both leadership and one another. Engagement scores had declined consistently for three years, with “belonging” and “purpose” reaching historic lows. High-performing employees were leaving at rates 40% above the industry average, and skepticism toward corporate initiatives was spreading, particularly among legacy teams who felt disconnected from newer acquisitions. Leadership recognized the stakes. Without internal alignment, operational efficiency, knowledge sharing, and talent retention would continue to suffer—putting both growth and innovation at risk.
Our Approach
We launched an enterprise-wide diagnostic using our Momentum Analytics™ platform. Through confidential interviews with more than 200 employees across levels and functions, we identified deeply held cultural perceptions that weren’t showing up in formal surveys. Many employees weren’t rejecting the idea of a unified culture—they simply feared losing the unique values that had shaped their original brand communities. To supplement this insight, we conducted leadership alignment workshops and immersive anthropology sessions at two manufacturing plants. Reviewing three years of employee data helped us isolate a key opportunity: design a culture strategy that connected everyone to a shared purpose while allowing authentic brand heritage to remain visible and respected.
Our Approach
We launched an enterprise-wide diagnostic using our Momentum Analytics™ platform. Through confidential interviews with more than 200 employees across levels and functions, we identified deeply held cultural perceptions that weren’t showing up in formal surveys. Many employees weren’t rejecting the idea of a unified culture—they simply feared losing the unique values that had shaped their original brand communities. To supplement this insight, we conducted leadership alignment workshops and immersive anthropology sessions at two manufacturing plants. Reviewing three years of employee data helped us isolate a key opportunity: design a culture strategy that connected everyone to a shared purpose while allowing authentic brand heritage to remain visible and respected.
The Solution
From shared purpose to cultural integration
Our first move was to introduce a unifying internal platform called “Nourishing Connections,” a narrative that reflected both the literal impact of the client’s food products and the emotional value of connection across their global workforce. This idea became the foundation for all subsequent communication and recognition efforts. We crafted a purpose-led messaging framework that positioned brand diversity as a strength—not a liability. Leadership across divisions received new tools to connect daily operations to this purpose in ways that felt relevant and actionable. Rather than enforce a one-size-fits-all cultural template, we co-created a set of shared values with space for local interpretation, ensuring alignment without erasing identity. A distinct internal brand identity was created to visually reinforce unity, while our “Culture in Action” content strategy surfaced authentic employee stories across all sites. Communications were redesigned to reflect the diversity and energy of the workforce, with recognition materials elevated to artifacts employees were proud to receive and display.
The Solution
From shared purpose to cultural integration
Our first move was to introduce a unifying internal platform called “Nourishing Connections,” a narrative that reflected both the literal impact of the client’s food products and the emotional value of connection across their global workforce. This idea became the foundation for all subsequent communication and recognition efforts. We crafted a purpose-led messaging framework that positioned brand diversity as a strength—not a liability. Leadership across divisions received new tools to connect daily operations to this purpose in ways that felt relevant and actionable. Rather than enforce a one-size-fits-all cultural template, we co-created a set of shared values with space for local interpretation, ensuring alignment without erasing identity. A distinct internal brand identity was created to visually reinforce unity, while our “Culture in Action” content strategy surfaced authentic employee stories across all sites. Communications were redesigned to reflect the diversity and energy of the workforce, with recognition materials elevated to artifacts employees were proud to receive and display.
The Methodology
Embedding culture into daily operations
To ensure values moved beyond messaging into lived experience, we activated a three-tiered employee recognition program. “Everyday” supported peer-to-peer shout-outs. “Culture” celebrated quarterly standout contributions. “Leaders” acknowledged those shaping long-term transformation. Within the first year, 87% of employees engaged with the program—an unprecedented rate for the company. We reimagined onboarding to reflect both the shared organizational purpose and the legacy of individual brands. Cross-brand collaboration events were launched to facilitate connection and knowledge sharing. Physical environments were redesigned to include both unified and brand-specific elements, making cultural integration tangible and visible. Leadership protocols were updated to support authenticity and clarity. A network of cultural ambassadors was established as two-way communication bridges between leadership and the front lines. A new internal podcast brought together employees from different brands to share stories, ideas, and insights—fostering connection across perceived divides.
The Methodology
Embedding culture into daily operations
To ensure values moved beyond messaging into lived experience, we activated a three-tiered employee recognition program. “Everyday” supported peer-to-peer shout-outs. “Culture” celebrated quarterly standout contributions. “Leaders” acknowledged those shaping long-term transformation. Within the first year, 87% of employees engaged with the program—an unprecedented rate for the company. We reimagined onboarding to reflect both the shared organizational purpose and the legacy of individual brands. Cross-brand collaboration events were launched to facilitate connection and knowledge sharing. Physical environments were redesigned to include both unified and brand-specific elements, making cultural integration tangible and visible. Leadership protocols were updated to support authenticity and clarity. A network of cultural ambassadors was established as two-way communication bridges between leadership and the front lines. A new internal podcast brought together employees from different brands to share stories, ideas, and insights—fostering connection across perceived divides.
The Results
Culture becomes a strategic asset
The internal culture transformation drove measurable results across key dimensions. Employee engagement scores rose by 24 points in a single year, with “belonging” improving by 32 points—an unprecedented shift in a historically change-resistant workforce. Voluntary turnover dropped by 34% across the company and by 42% among high-performing employees. Trust in leadership grew steadily, with internal surveys showing an increase from 62% to 84% in perceived leadership credibility. Cross-brand collaboration more than doubled, with a 215% increase in shared initiatives, joint projects, and knowledge transfer. Plants with the highest engagement also showed 18% higher productivity and 23% fewer quality issues, proving a direct connection between employee experience and business performance. Most notably, when the company made its next acquisition, integration took place 60% faster than any previous merger—evidence that the new cultural platform had created durable internal infrastructure for growth.
The Results
Culture becomes a strategic asset
The internal culture transformation drove measurable results across key dimensions. Employee engagement scores rose by 24 points in a single year, with “belonging” improving by 32 points—an unprecedented shift in a historically change-resistant workforce. Voluntary turnover dropped by 34% across the company and by 42% among high-performing employees. Trust in leadership grew steadily, with internal surveys showing an increase from 62% to 84% in perceived leadership credibility. Cross-brand collaboration more than doubled, with a 215% increase in shared initiatives, joint projects, and knowledge transfer. Plants with the highest engagement also showed 18% higher productivity and 23% fewer quality issues, proving a direct connection between employee experience and business performance. Most notably, when the company made its next acquisition, integration took place 60% faster than any previous merger—evidence that the new cultural platform had created durable internal infrastructure for growth.
The Impact
A united culture—without losing identity
This engagement demonstrated that cultural unification doesn't require cultural erasure. By creating a strategic, inclusive framework for internal experience, the client now operates as a cohesive organization without losing the strengths of its individual brands. For example, one site leader noted that employee participation in recognition and leadership forums “feels organic now—we’re no longer forcing culture; it’s coming from within.” The Cultural Ambassador Network is now fully embedded, and the internal brand identity is being used across onboarding, town halls, and even leadership retreats. Beyond the numbers, the most significant shift is one of tone. Internal communications now speak in a shared language. Employee-generated content makes up the majority of intranet engagement. Teams feel seen, heard, and unified—not as a result of slogans, but of strategy.
“This wasn’t a campaign,” said the company’s Chief People Officer. “It was an inflection point. It changed how our people experience working here, and that changed everything.”
The Impact
A united culture—without losing identity
This engagement demonstrated that cultural unification doesn't require cultural erasure. By creating a strategic, inclusive framework for internal experience, the client now operates as a cohesive organization without losing the strengths of its individual brands. For example, one site leader noted that employee participation in recognition and leadership forums “feels organic now—we’re no longer forcing culture; it’s coming from within.” The Cultural Ambassador Network is now fully embedded, and the internal brand identity is being used across onboarding, town halls, and even leadership retreats. Beyond the numbers, the most significant shift is one of tone. Internal communications now speak in a shared language. Employee-generated content makes up the majority of intranet engagement. Teams feel seen, heard, and unified—not as a result of slogans, but of strategy.
“This wasn’t a campaign,” said the company’s Chief People Officer. “It was an inflection point. It changed how our people experience working here, and that changed everything.”
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