Background
Founded in 1985, Dreams is the most profitable and recommended bed company in the industry, with over 1,900 UK employees. In 2013, the company neared the brink of collapse, and later that year a new CEO was appointed, tasked with breathing new life into the business. An intensive drive was needed to build a high-performance culture upon which the value of all other changes would be realised.

HRD Linda Meade began employing the Denison Organisational Culture Survey (DOCS) in 2014, the results of which verified a pervasive negative culture and disengaged workforce. To determine the root cause, a series of ‘One Team One Dreams’ workshops were held for colleagues to openly speak about their concerns. These revealed a severe lack of communication across the business.

"Building a high-performance culture upon which the value of all other changes would be realised"

Approach
To address this, regular roadshows; quarterly listening forums; Monday briefings at Bedquarters; and an annual conference were introduced. These events allow the Executive team to update the business whilst colleagues can speak candidly about challenges. The calendar is packed with communication- focused events, including closing shops for a day in December to meet and ensure strategic alignment for the upcoming trading period.

Additionally, the ‘Hub’ employee app was introduced, through which members of the Executive team broadcast a weekly update on trading and recognise brilliant service. People can also submit questions and contact colleagues, with senior leaders highly accessible to all.