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In 1993, the World Trade Center (WTC) emerged virtually intact after an attempted bombing, but its finances were turning to rubble. The World was watching the Twin Towers but couldn’t see that its unionized workforce was on the verge of strike or the amount of frustratingly vacant space. Already perceived as a high-cost/low-value property, the attack further hindered its desirability and the New York Port Authority was forced to put the property on the market. 

  • Aligned the diverse unions by fostering transparency in its labor relations

  • Created protocols for joint problem-solving and flawless communication between the three police agencies that oversee the WTC 

  • Identified physical and human-centered security applications to increase tenant safety and overall satisfaction

Business Challenge

World Trade Center

Safety and Numbers

The World Trade Center Pulled Itself Back From the Brink
Client Impact
Innovative Solution

Bob achieved the above in only 18 months. Within two years, the World Trade Center had the highest occupancy rate in New York, extraordinary tenant retention, improved labor relations and was viewed as the safest public building in the world. ​

Bob Walters was brought on to consult with WTC leadership to keep the complex safe from the threat of another external attack, union strike and sale of the property. Using a comprehensive blend of large-group planning methods, interlocking study groups and leadership development, Bob implemented the following: 

On the outside, the World Trade Center just survived intact. 

But inside?

The organization was falling apart. 

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