The problem:
Buy the Book was about to re-open its flagship store after many consolidations and acquisitions. There are over 280 employees from 12 different nationalities and each with different bookstore training with different service styles. The bookstore will be operational in 4 weeks and everyone is frantically running around to complete their tasks by extra short deadline. Yet, despite efforts of management to align and create a unified vision, let alone culture, there was no unified identity and individuals were acting and reacting without regard for others. Buy the Book wanted a cohesive team that provided an exclusive type of service in line with the core Buy the Book philosophy of the founders.
When people are "busy" or "stressed" they tend to be on autopilot, they react to situation after situation and giving lip service to values and missions will have little effect. Giving employees a badge with the vision statement on the other side of their ID didn't work either.
How would you solve this?