M. Marino & Associates
N E W Y O R K

CASE STUDIES

Examples. Testimonials. Reflections.

 
As leaders, we drive culture.
— MICHAEL J. MARINO
 

Case Study No. 1:
FedEx

Uniting a global business

FedEx leaders hired Senn Delaney to help them recapture the original spirit of the business as founded by Fred Smith. I led the engagement to imbue the PSP (People Service Product) leadership philosophy into what had grown into a global, 300,000-strong Fortune 500 company.  

As FedEx grew and diversified its offerings, it became more difficult to maintain the PSP philosophy. Acquisitions further complicated the company-wide practice of this core philosophy, because the acquired companies all had their own cultures. 

I spearheaded the development and global rollout of the Living PSP program, starting in FedEx Services and then into FedEx Office and Freight. Using the classic Senn Delaney approach, I guided the leadership and executive teams of those businesses to define the core DNA of their founding philosophy in today’s FedEx. Then each team applied it specifically to their own business. Much of my work involved coaching the CEO and Presidents of the divisions, helping them apply the philosophy to their work, and develop mechanisms for cascading PSP throughout their organizations. 

Senn Delaney continues to work with FedEx to unite all its businesses through a common purpose and a common language. 


Case Study No. 2:
Indivior

FROM PRIVATE AND UNUSED,
TO PUBLIC AND PURPOSEFUL

For 11 years, I’ve advised the now-CEO of Indivior, the manufacturer of life-saving suboxone that reverses opioid overdoses. When I began working with him, the pharma unit was a small subsidiary that didn’t fit easily into the Reckitt Benkiser core offerings. Today it is publicly-traded, and saves hundreds of thousands of lives each year. I’ve been privileged to help him navigate the road to the company going public, progressing from Director of Marketing to CEO. 

Part of going public meant describing Indivior’s desired culture. I worked with the CEO and a team of 30-40 people who articulated a set of principles that to this day underpin and inform the company culture. The CEO is its champion and keeper, as now is every person employed. People credit the patient-centric culture as a key factor in attracting top talent from Big Pharma.

As a coach, I’ve supported his growth into becoming a CEO, not simply taking the title but inhabiting the role and understanding its functional, cultural and emotional components. Part of being a coach means being a thought partner in many areas. 

For example, the CEO had the insight that doctors were challenged in treating addiction in high functioning individuals. Building on the core values Indivior was able to create a unique approach to working with physicians that is valued by them and provides more access for Indivior resources.  

Now that’s purpose and culture in action.


Case Study No. 3:
Chase Manhattan Bank

Gaining a cross-culture lens

Based in Asia for much of my time with Chase, I got two first-hand opportunities to shape culture, and was instrumental in establishing talent and organizational development functions in 13 different countries.

As Country Manager of Consumer Banking for Chase Thailand, I built a team, developed strategic plans, and forged a culture that led to highly successful operations. 

Chase hired a cross-cultural coach for me, someone who advised me and my American colleagues on how to work effectively with Thai staff. I credit him for a lot of my success there, because I a) avoided possible culture clashes, and b) gained immense appreciation for the contributions of my Thai staff because I saw through a new lens. 

While Director of Talent and OD for the Asia-Pacific Region, I developed staff planning and structure in 13 different countries. In addition, I created strategic plans for Chase Consumer Banking in Japan, Thailand, and Malaysia. And I had my second culture-shaping opportunity when I helped establish, structure and staff up the Chase-AMP Bank of Australia.


 

Case Study No. 4:
Sunkyoung (SK Brands)

Implementing a management philosophy and system

The Chairman of this South Korean conglomerate created the Sunkyoung management system (SKMS), which is the basis of SK’s culture. As head of Administration,I led the implementation of SKMS across the network of companies. To this day, SKMS system is in use and is the foundation for SK’s purpose, values, business model, and human resources operations.

 

(SKMS is focused on pursuing SUPEX* in order to grow stakeholder happiness. Members of the company Voluntarily and Willingly contribute to top performance through maximum Brain Engagement (VWBE). * super excellent level of human achievement)  

 

Case Study No. 5:
Glaxo Smith-Kline

BLENDING THE BEST OF TWO COMPANIES

The result of the merger of Bristol Myers-Squibb and Smith-Kline Beecham, Glaxo Smith-Kline hired Senn Delaney to help them build a unified culture.

Over 8 years, I led The Leadership Edge program to integrate the two companies around a common set of values. My role was multidimensional: initiative architect, coach for the Change Management Group, leader of early prototypes and culture integration session, and director of the SD team that helped it roll out as a corporate program.  

GSK counts it as one of the most successful programs it has ever run. 


 

Case Study No. 6:
Loblaw Companies Ltd.

Integrating purpose and performance

When a new CEO took over this legendary Canadian food company, he wanted to create a healthier culture that would foster top performance. 

The company’s previous leadership had implemented a command and control structure replete with the “rough and tough” management practices of old-style retail and supermarket businesses. That may have worked in earlier times but performance was down, and the new CEO recognized the need for a better culture in order to produce better results.

I advised the management board  in the creation and implementation of the B3 program: Better Me, Better We, Better Loblaw. The B3 program focuses everyone’s attention on Loblaw’s purpose: to help Canadians live healthier, happier lives, not just for today but for generations to come. It incorporated human-centric principles of communication, learning, accountability, collaboration and cooperation.  

Not only has the company performed better, it was named to Canada’s 10 Most Admired Corporate Cultureslist in 2011.

 

Case Study No. 7
Heidrick & Struggles and Senn Delaney

SHAPING A MERGED CULTURE AND STRUCTURE TO BOOST PERFORMANCE

In 2010, our Executive/Partner team decided to seek a merger to achieve two goals: expand SD’s distribution/sales reach and thereby grow business more effectively, and provide each of us with an individual exit strategy while ensuring that our highly effective model survived.  

We created a 3 year plan to stage the company for sale. The plan encompassed reconfiguring and freshening our brand, codifying and standardizing the SD work process, hiring an investment banking advisor, and creating an outreach program to target companies with same global brand identity, a broad network of C-suite contacts, and a compatible culture. 

When we zeroed in on Heidrick & Struggles as our preferred partner, I participated in negotiations. During the first years of our relationship we met our financial and non-financial goals while laying the groundwork for SD to be further integrated into H&S. With M&A projects, I helped clients decide what approach they wanted to take:

1) subsume the acquisition under the dominant culture;
2) maintain the acquisition’s original culture;
3) come together and create a new culture; or
4) some combination of the above. 

Now I had the chance to put that methodology to work at H&S, leading its culture initiative, facilitating the process for leadership to identify and embrace H&S’s Purpose, Vision and Values. I took over as SD’s CEO in 2016 to shepherd it into a new relationship with H&S through the creation of a new division, Heidrick Consulting. We combined SD’s culture-shaping offerings with other services that strengthen organizations, their leadership, and performance. Heidrick Consulting is positioned for significant incremental growth because it is fairly unique to bring culture and performance together into one offering in the marketplace. 

Now Heidrick & Struggles is a unified entity that has the capability to address all elements of organization transformation, including search. 


Mike cares deeply about this work and brings a commitment to making a difference in everything he does.

Mike Marino led the Senn Delaney team that we engaged to build a healthier and more productive culture in FedEx Services. Mike was able to guide our team as we enhanced our culture.  As a result of his leadership, coaching and expertise we have seen our culture evolve and become even more effective in delivering on our mission.

Rob Carter
CIO of FedEx Corporation

Mike Marino has always had a passion for coaching leaders.

His holistic approach impacts not only leadership effectiveness but life effectiveness.

Dr. Larry Senn
Chairman, Senn Delaney

Working with Mike was full of insights.

What I enjoy about Mike is that he has a clear commitment to building both the spirit and performance of organizations and that allows him to build deep relationships and effective interventions that get results. I worked closely with Mike as a coach and culture strategist to create a healthier culture at L’Occitane North America. Working with him was fun and full of insights - he brings years of experience and a strong sense of purpose to his work, which was important to us as a purpose-driven brand back before that was even a thing.

David P. Boynton
CEO of the Body Shop

Mike kept us focused on high performance principles.

Mike led the Senn Delaney team at NYL and was instrumental in creating our culture initiative, "Elevate Tech". This initiative has produced a significant change in how we operate in terms of both performance and spirit.  Mike kept us focused on high performance principles and supported me in leading the organization to adopt healthier and more productive team and individual behaviors.

David J. Castellani
CIO of New York Life