"Everybody loves this effort. We’re seeing real gains in the engagement of our employees and the satisfaction of our customers of all sizes,” says Stella Belich, head of Professional and Organization Development and Talent Acquisition at Kuehne + Nagel North America. Seated at her desk on the 20th floor of their Jersey City headquarters, the Statue of Liberty floating just over her left shoulder, she leans in to whisper: “But what I want to know is: What’s next?”
Now that the hunger’s been ignited, and the first meal’s been served, the real challenge is how to keep the organization eager for more — and how to provide it.
Buhl’s already planning it out. “This is why having a partner like Frontier matters – a partner that’s willing to embed.” He echoes Goodman’s commentary on collaboration: “These guys know our business model, our product offerings. They know our language, our jargon, our short codes. They know our culture. They know our regional and global stakeholders. So they’re able to connect the dots with us. We get smarter together with every passing week, and every subsequent effort.”
Reimann gets a front-row seat to what that effort looks like. As a regional head of Seafreight, he’s on the frontline of a new effort to scale customer service mindset and behaviors across the global organization. Building on the work in North America, Seafreight is now piloting its own transformation effort, tossing log after log onto a crackling flame.
“This is all tremendous evidence of the KN Behaviors doing what they were built to do,” says Harings. “Giving all of us a shared standard of excellence, but encouraging each region, each leader, and each business to bring these to life in the right way, at the right time, in the right context. We’re guiding and supporting initiatives like this all over the world.”
Activating local managers, inspiring business leadership, equipping HR field teams and enterprising young operators — the initiative leaves no one out, and invites everyone to ask Belich’s question: “What’s next?”