3.4 CORPORATE CASE HISTORIES
ELLI has been adopted in a variety of business and government environments and for a multitude of purposes. However, principal among them has been a desire for a change in mind-set that goes to the very heart of the culture of the organisation. Management of that change process has frequently led to the recalibration of habitual behaviours, the disengagement with learning that is no longer relevant, the challenging of deep-seated political and social influences and the rebuilding of workforce trust. Employee frustrations are often found to perpetuate as promises of change have, as far as the workforce has been concerned, come to nothing. Indeed, the desire for a culture change where individual contributions to strategic and operational progress are valued and celebrated, and where learning and personal development and open communication are the norms are found to underpin the quality of customer relationship management, profitability, productivity and competitive advantage.