Petronas

Jack was brought in to work with Petronas to lead a brand storytelling collaboration for culture transformation. He worked with 100 PhDs in all the sciences. Ten key departments were identified as the change makers in the organization. They each sent ten representatives from their 100,000 employees. These were the people of influence in the organization.

Then over ten days they did a brand sprint, leveraging Hollywood and Indigenous storytelling techniques both with the added benefit of design thinking frameworks to set about telling a new story for Petronas.

What culminated months later after the initial sprint were departmental narratives that wove into the larger Petronas story. He used these to shift the culture from oil and gas to energy and innovation.

Petronas set about telling a new story.

The story was the sum of its parts and also its own purpose-driven manifesto. This was to give all a place and break down communication silos.

Then came brand storytelling training for all of the 100.
They had to be able to tell the story and lead the telling of it.

What resulted was all that Petronas had been up until now was honored, and all that Petronas was, also acknowledged, and where Petronas was going could become the compass guiding forward.