The CEO of Insituform made raising the productivity of his work force a key goal of his three-year turnaround plan. So he and his executive team decided to set up a national competition. The work crew with the best productivity improvement in the first quarter would get a week off, and be replaced by the executive team, which would work however many hours were necessary to match the average amount of pipe laid in one week.
His intent was not only to boost productivity and to demonstrate to employees that Insituform’s management is in touch with its employees. He also wanted a deeper understanding of what Insituform’s field workers experience on the job. Most C-level executives, he notes, rarely have direct experience doing employees’ jobs, at most having watched for a few hours.
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