To survive in the challenging financial market, Intersect Investments must make some radical changes. To excel and succeed, Intersect must grow its customer base, add diverse financial services, and create an environment of change with its organizational culture. This paper will present two benchmarks of companies that have successfully created an environment of change and significantly increased their customer base as well as achieving greater profits. These companies have overcome similar circumstances faced by Intersect Investment. The goal of this article is to show how these companies were able to overcome these obstacles.CUNA Mutual GroupAccording to its website, CUNA Mutual Group is the leading provider of financial services to credit unions and their members, offering loans, protection, financial services, employee and member solutions. Once in command, CEO Jeff Post did not hesitate to announce the need for change at the company. The strong financials allowed Post to evaluate the current state of CUNA and analyze the direction the company was headed. “Recognize that just because you dominate the market doesn't mean you satisfy it,” says Post (Diekmann, 2006). Understanding the importance of what customers want and what they expect has been the driving force behind Post and his leadership through CUNA's transformation. Customer service has become the predominant focus of CUNA's transformation. Post noted inconsistencies throughout the “siloed” organization, which led to the first step of “breaking down the silos” (Freeman, 2006). CUNA was a complex organization and that complexity impacted the customer. Additionally, the complexity created high delivery costs for the company. Change was necessary to satisfy the customer. Change creates challenges and one of the first challenges for CUNA was internal buy-in. Post addressed this challenge by sharing unedited customer feedback directly with staff. (Freemann, 2006). Next, there was the challenge of helping staff with the “silo” mentality, to see the organization as a whole. Therefore, the feedback was distributed throughout the company. Finally, CUNA faced the challenge of changing processes without disrupting current service levels. Through a focus on customer service, with the customer always in mind, this challenge has become easier. In addition to staff buy-in and breaking down silo mentality, CUNA's transformation focused on driving efficiency, protecting the environment and supporting local nonprofits. CUNA's focus led to a program called UPLIFT, which has led to significant operational successes and notable community benefits (CUNA, 2006). Some of the highlights of the change created by UPLIFT are reducing copy/print usage from 38 million to 26 million pages per year, saving 435 trees per year.