| Abstract: | This article describes how Prudential—in a dramatically changed marketplace—engaged its 55,000 employees as partners in transforming the company's many disparate businesses into one integrated company. Using a combination of large‐and small‐scale meetings, follow‐up actions at the work unit level, and sophisticated performance enhancement processes, OPX (One Prudential Exchange) is helping transform Prudential from a staid insurance company to a modern financial services powerhouse. OPX has introduced the One Prudential vision to the company's 55,000 employees in nearly 300 large‐scale meetings in 12 cities, and has institutionalized problem resolution and breakthrough dialogue processes in over 3,500 follow‐up work unit meetings. © 2001 John Wiley & Sons, Inc. |
