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Discover How The Chief Legal Officer’s (CLO) Organization at Jazz Pharmaceuticals Used Courage and Connection to Accelerate Culture and Performance
As Jazz’s CLO Organization began executing on a new strategy, they realized that strong collaboration alone wasn’t enough. Leaders were avoiding tough conversations, and accountability was getting lost in complexity. That’s when they partnered with IHHP to implement the Last 8% Culture System.
This case study explores how Jazz’s CLO Organization embedded new leadership behaviors that sparked faster decision-making, deeper trust, and real business results, by making courage, connection and candor part of everyday work.
“The ROI wasn’t just in engagement scores or feedback – it was in how quickly we could move as a business. It gave us a language and mindset that helped us work through friction points with less drama and more action which led to us probably having the best year we’ve had since bringing these teams together. We delivered for the organization. The capacity and opportunity we created was massive. There’s a lot of buy-in and interest across the organization to do more with IHHP.”
EVP & Chief Legal Officer, Jazz Pharmaceuticals
At a time when speed and agility were business-critical, Jazz's CLO Organization recognized a performance drag, difficult conversations were being avoided, slowing down alignment, decision-making and execution. While collaboration existed, the deeper behaviors of feedback and candor weren’t consistent.
Jazz's CLO Organization identified a subtle but critical challenge: when candor is missing, momentum stalls. They used IHHP’s baseline culture assessment to diagnose real behavior gaps like a reluctance to name inconvenient truths or hold peers accountable. Senior leaders saw this not as a “culture issue,” but as a business imperative. They needed teams who could surface challenges earlier, give feedback more candidly, and make decisions with confidence and speed, even under pressure. That’s why Jazz's CLO Organization partnered with IHHP to implement the Last 8% Culture System, which is grounded in EI and built for real-world execution.
With IHHP’s Last 8% Culture System, Jazz's CLO Organization used assessment-driven insights and team-based sprints to embed change directly into the flow of work. Leaders practiced real skills in real time, supported by visible executive modeling from leaders like Neena Patil, EVP & Chief Legal Officer.
This case study illustrates how Jazz's CLO Organization equipped its leaders to lead through ambiguity, increased psychological safety and candor across teams, and created lasting behavior change that directly accelerated business performance. After just two sprints, measurable improvements were seen such as a +16% increase in psychological safety and vulnerability, along with 65% of leaders calling the experience “transformative.” Even more importantly, the culture shifted from hesitance to action, fostering faster decisions, cross-functional collaboration, and momentum across the business.
How Jazz's CLO Organization used IHHP’s Last 8% Culture System to shift from a collaborative-but-cautious culture to one grounded in candor, courage, and speed
Why senior executives actively modeled vulnerability and feedback as part of the change
How team-based sprints and assessment-driven insights created measurable business impact
Specific outcomes such as a +24% increase in naming inconvenient truths, and a +21% increase in accountability
How these changes helped Jazz's CLO Organization move faster as an organization—while strengthening trust and connection across functions
Explore how Jazz’s CLO Organization’s strategic partnership with IHHP not only transformed their leadership culture, but also empowered their teams to lead with courage, make faster decisions, and act with clarity across a complex, global environment. This case study demonstrates the impact of IHHP’s Last 8% Culture System as both a leadership accelerator and a catalyst for scalable, sustainable change.
It’s designed for:
Executives and senior leaders seeking to build cultures of performance, accountability, and trust
HR, L&D, and Culture leaders looking for an integrated, scalable, research-based solution to leadership development
Team and functional leaders looking to reduce bottlenecks, increase candor, and foster psychological safety
Change agents who want to move beyond engagement scores to real behavior change that drives the business
Organizations committed to building cultures of courage and connection that drive business outcomes—not just engagement scores
Why courageous conversations are essential to high performance
How senior leaders modeled the change, starting with their own behavior
How real-time learning tools were embedded into the rhythm of work
The data-backed results that tied directly to organizational speed, trust, and alignment
Dive deep into how Jazz’s CLO Organization built a culture of courage, connection and candor, unlocking faster decisions, stronger trust, and meaningful business outcomes.
