The Precast/Prestressed Concrete Institute

Builds a Culture to Live By

PCI’s President and CEO, Bob Risser, PE, wanted to make his organization an exceptional place to work. He turned to .orgSource to support the group on their journey to excellence.


Founded in 1954, the Precast/Prestressed Concrete Institute (PCI) is the technical institute and trade association for the precast, prestressed concrete structures industry.

The challenge

PCI’s President and CEO, Bob Risser, PE, wanted to make his organization an exceptional place to work. Riser thought helping his staff to identify a common purpose and goals would be a good start. He understood that by strengthening PCI’s culture, he would also be building an outstanding team.

Since our initial engagement, we have been working with PCI for over three years to fine-tune their organizational identity and team-building skills.

The Solution

Phase One

The project launched with exercises and activities designed to identify PCI’s unique DNA. Through dialogue, ideation, and strategy we explored the touchstones for the team’s interactions and arrived at these seven qualities that characterize their culture:

  • Service
  • Collaboration
  • Accountability
  • High-performing and results-oriented
  • Diversity
  • Work/life balance
  • Fun


A commitment to effective communication and trust are woven through these qualities.


Phase Two

The exploration expanded to define the specific behaviors that each criterion represents for the group. For example, collaboration was of high importance, and someone who demonstrates that trait would—”

  • Encourage collaboration
  • Ask for help
  • Establish team member roles
  • Establish the team and lead
  • Give constructive feedback
  • Welcome and act upon feedback


This level of specificity provided a common language to describe the professional environment PCI sought to achieve. It also brought objectivity to conversations about attitude and behavior.

The model below represents PCI’s cultural identity and the guiding principles for their initiatives and interactions.


Phase Three

With this framework in place, we proceeded to explore how PCI could enhance internal service among the team and throughout departments. To create ownership in the process and advance the initiative, PCI leadership appointed a Culture Committee. The committee identified communication, trust, and conflict resolution as competencies for ongoing development.


The Results

PCI’s story demonstrates the power of two important traits for success in digital markets—a positive culture and an innovative approach. When organizations cultivate these qualities, they can:

  • Recognize disruption on the horizon
  • Pivot when change is necessary
  • Collaborate to address challenges
  • Communicate and share vision, values, and goals across the association

Riser opened the hood on the organization, and the staff did the hard work to discover how they define excellence and how to achieve that vision.