case studies
 

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Google came to The Energy Project in 2006 because they wanted to learn how to sustain their incredibly innovative and high-performing culture in the long-term. It takes more, they were finding, than onsite gyms and free healthy food to encourage employees to actively address their energy, productivity and wellness.

Highlights:

• To date, our curriculum has been delivered to over 3000 Google employees.


• Google has trained 50 internal facilitators, active across the west coast, the east coast, Asia, and Europe.


• Ninety-four percent of employees who take the course would recommend it to their colleagues.


• Ninety-three percent say that it's very clear how they will apply what they learned.

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Click here to see a video about our work with Google!

Co-CEOs Amy Pascal and Michael Lynton engaged The Energy Project in 2008 as part of an effort to create a culture in which employees felt excited and energetic about coming to work each day.

Highlights:

• Curriculum delivered to 500 senior leaders and managers.


• 93% of participants reported that as a result of the work, they began bringing higher levels of energy to work.


• 98% felt more focused and productive


• Some version of our curriculum has been delivered to all 5500 Sony Pictures employees around the world.


• In the midst of a severe recession, and a dramatic industry-wide decline in DVD sales, Sony recorded one of its most profitable years ever in the fiscal year ending March 2009.

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When we began in 2008,  employees were experiencing high levels of demand and stress in the face of increasingly difficult market conditions. Wachovia made numerous organizational changes to support employees in better managing their energy.

Highlights:

• We implemented our curriculum in three areas of the bank.


• When we began in 2008, employees were experiencing high levels of demand and stress in the face of increasingly difficult market conditions.


• All 450 employees in the Credit Servicing division went through our program.


• The vast majority reported they implemented new behaviors based on our curriculum, and those who did so consistently reported the highest levels of personal engagement focus and productivity.

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In a difficult period following declining sales and significant layoffs, Sony Europe president Fujio Nishida and HR head Roy White brought in The Energy Project in an effort to reenergize a demoralized workforce.

Highlights:

• Energy Project curriculum delivered to 2000 employees.


• Engagement levels rose dramatically and turnover decreased.


• Our work prompted the company to adopt an entirely new, customer-focused strategy that helped to transform and galvanize the organization.


• 75% of employees reported that the program had a positive impact on their business relationships


• 90% say that building renewal breaks into their days has increased their energy and performance

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Ernst & Young brought in The Energy Project to address the exhaustion, burnout, and high turnover resulting from the long hours and relentless pressures during "busy" tax season.

Highlights:

• The Energy Project curriculum delivered to more than 1500 partners.


• Consistently among the most highly rated of all the programs offered to partners.


• More than 90% report that the principles and strategies they learned had a significant positive impact on their work.


• Two longer trainings with sector-specific teams at the firm, aimed at enabling them to manage the high stress of busy season more effectively.


• At a company where turnover during the busy season exceeds 40%, not a single participant left in the months immediately following our time there.

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