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For the cultural shift to be effective, it was necessary to transition from employee thinking by division (e.g., Gap, Banana Republic, Old Navy and Forth 7 Towne) to thinking across brands, borders and functions. The cultural change, known as Gap's Purpose, Values and Behaviors (PVBs), was rolled out in stages by the communication team...

The 2,000-member leadership team was first trained in immersion meetings before communicating the new vision and values to their own teams. Throughout the rollout, the communication team evaluated the mindsets and levels of interest and refined the content and delivery methods. Post-meetings surveys found that 100% of participants viewed the change initiative as effective to align and focus the organization...

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