Case Study. How 1200 employees educated the new elements into corporate culture


Introducing new elements into corporate culture is imperative. However, it's crucial to manage this process to prevent the division of employees into two opposing camps – those eager for change and those resistant to it.
In smaller companies with up to 50 people, the approach is straightforward. There are typically 10% who resist change, 10% who embrace it, and the remaining 80% who are undecided.
implement changes in such companies, a standard series of training sessions for all employees is necessary. Special attention should be given to working closely with those open to change, as they can influence the undecided majority.

The challenge intensifies when dealing with larger companies exceeding 100 people, spread across different cities and branches. In such cases, where gathering everyone in one place is impractical due to operational reasons, cascade learning becomes a valuable solution.

Here's how to organize the training process effectively:

  • Start with Top Managers;
  • Train Branch and Business Unit Directors;
  • Focus on Heads of Business Units and Department Supervisors;
  • Engage Line Employees in the Final Stage.

  • Start with Top Managers:
Begin by training top managers at the corporate or main office. This introductory session covers what changes will be implemented and outlines the implementation process.

  • Train Branch and Business Unit Directors:

Next, move on to training directors of branches and business units. This training should involve those who completed the initial training among the top managers. This session delves deeper into the concept of innovation and addresses resistance.

  • Focus on Heads of Business Units and Department Supervisors:

Stage 3 targets heads of business units and department supervisors. It's essential to have someone from the previous training present. This stage provides a detailed understanding of the innovation concept and equips participants with tools for implementation.

  • Engage Line Employees in the Final Stage:

The last stage involves training line employees, who directly impact the transmission of the new corporate culture to clients. This session extensively explains the concept, emphasizes practical aspects, and fosters the development of theoretical knowledge. The optimal format is dividing participants into groups of 10-20 people, with training sessions lasting 2 hours every working day until the entire program is completed.

Upon completion of this comprehensive project, the company will have a fully trained workforce that not only comprehends the impending changes but has also initiated the transformation of corporate culture. Cascade learning, when executed with due attention, promises significant value for the company.
To streamline control and training processes, leverage the Skill Focus learning ecosystem. This system allows for the creation of numerous employee groups, diverse course offerings, quick content changes, and in-depth analytics on training effectiveness. Importantly, it enables cost reduction by 10 times and accelerates the learning rate through the incorporation of short training videos and nano-learnings, fostering a robust learning environment.
And here is a real case: the implementation of a lean production system in a mining company. Here's how it unfolded. The project duration is 3 months.

  • Top Managers of Management Companies: Master Class Duration: 4 hours (Online)
  • Top Business Unit Managers: One-day training on the concept of implementing lean technologies. Duration: 8 hours (Online)
  • Heads of Business Units (Departments, Production, and Workshops): Three-day training in Lean technologies (Online)
  • Line Employees and Foremen: Module 1 – 5 days (10 hours), Module 2 – Practice for 5 days (10 hours)


  • Completed Lessons: 4856
  • People Trained: 1200
  • Student Groups: 148
  • Completion of all tasks and tests: 89%
  • Average Learning Rating from Students: 4.21