This was a typical profit-driven task-focussed business, until it realised the radical impact of its unengaged employees. Martin worked directly with the Chief People Officer to develop a programme to put its people at the heart of the business. Work included: engagement survey, employee focus groups, development work with the Board, creation of a Culture 'Club', creation of office Councils. The work had a significantly positive impact on morale, though sadly it never gained the full sponsorship of the CEO who was unprepared to change herself. The work was aborted after 15 months, wasting time & money. We wanted to share this story because it's important... a culture can only change and develop if its leaders do.