Monsanto was established in 1901 as a chemical giant. Starting from 1995, Monsanto transformed from industrial chemical company to a biotech company, then to a seeds company, and then to data science and service provider in addition to its traditional chemicals, seeds and genetic traits operations.

→ Change Management: Yin-Yang Strategies 

Core 32 Behavioral Change Program

During 1995-97, it was undergoing a transformation to prepare itself for the twenty-first century and become a life sciences company.

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Personalized conversations were the most important single factor for the company's success. Instead of traditional workshops, Monsanto used a series of formatted small group conversations in order to address the issues at the personal level, and thus, create the desired sense of → passion in each employee.

→ Employees were encouraged to discuss the transformation into a life sciences company ‒

• the nature of the strategic business → opportunities,

• what it requires for Monsanto to succeed,

• the desired → culture ,

• how to work together,

• the personal transitions required,

and so forth... More

Keys To Success

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Monsanto was successful in their change management ventures because the company managed to create a culture that leads the industry in innovation, speed, and courage. The focus was on building good employee relationships as a path to true → competitive advantage that enables employees to boost performance.

The change leaders succeeded by asking effective questions:

• How to get Monsanto's people to work together better than the competitors?

• How could we create an environment in which employees would be more authentic and truthful, braver?

→ Inspiring Culture: 5 Elements 

• How to make employees less defensive and territorial, and more committed?

• How could executives with years in direct control of their operations suddenly collaborate at a new level?  >>>

→ Inspiring People: 4 Strategies

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