Create a Culture of Care
The third pillar, Creating a Culture of Care, underscores the importance of accountability, responsibility, and empathy allowing a better focus on the needs of both internal and external customers.
By prioritizing an attitude of dynamic ownership as well as well-being and open communication, PM Innov8 creates a work environment where things get done and everyone involved feels valued and heard.
This commitment to care extends beyond the workplace, influencing the company's approach to customer service and community engagement. The result is a loyal workforce and a satisfied client base, both essential for long-term success.
Case Studies
Major Hotel Group
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What they did:
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Front-line staff are trained to own guest problems and are empowered to resolve issues on the spot (each employee has a discretionary budget to fix customer problems). This deliberate decentralisation makes accountability. The person who receives the complaint owns the resolution.
Why it proves the culture of care
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Empowerment aligns responsibility with the point of contact so customer issues are resolved faster and more personally — improving customer satisfaction and creating memorable service experiences.
Takeaway
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Create a clear empowerment policy (who can decide what, up to what limit) and train teams to treat incoming customer issues as owned tickets until closed. Track time-to-resolution and customer satisfaction after agent intervention.
Global Design Company
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What they did:
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Focused on human-centred design: deep user observation and empathic problem framing lead to rapid prototyping and iterative testing. Empathy is the first step in the process; teams must understand real user pain before designing solutions.
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Why it proves the culture of care
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When teams practice empathy they design features and services that better match customer needs — reducing rework and increasing adoption. Empathy also improves internal collaboration because teams focus on users, not internal turf battles.
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Takeaway
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Run mandatory empathy style workshops such as user interviews or journey mapping at project start. Have at least two user-validation cycles before major decisions. Make user insights visible to all teams.
Major Streaming Organisation
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What they did:
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Organised cross-functional “squads” that are small, autonomous, and responsible for end-to-end outcomes. The model emphasises team ownership of features and measurable outcomes, with alignment mechanisms to avoid chaotic autonomy.
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Why it proves the culture of care
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Autonomy (responsibility for outcomes) plus explicit accountability (metrics, alignment rituals) speeds delivery, increases innovation, and improves internal clarity about who’s responsible for what.
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Takeaway
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Adopt small cross-functional delivery teams with clear outcome KPIs (e.g., feature adoption, MTTR, CSAT). Use lightweight alignment rituals (OKRs, tribe syncs) so autonomy is bounded and accountable.
Key Points
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Caring is more than accountability, it's a form of ownership that comes from the heart
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Caring only happens in environments that include trust and shared purpose
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Caring at only one level of the organization WILL NOT WORK. It must happen in 75% of levels in order to become part of the culture (need citation here)