Tim Lincoln, Director of Organizational Leadership and Learning at InnovaCo, a mature, high-tech multinational company, had been excited to be appointed the lead of a task force called the Voice Improvement Team (VIT). The VIT's mandate had been to investigate employee voice: upward communication of improvement ideas from employees to higher-ups who were in a position to address those ideas. InnovaCo's annual employee survey had revealed that about half of employees didn't believe the company had a favorable environment for speaking up. After an exhaustive root-cause analysis and many interviews, Lincoln and the VIT had determined the main causes for employees' sense of futility around voice, and had presented their findings to InnovaCo's CEO and top management team, but the presentation hadn't been met with the response Lincoln had expected. What should he and the VIT do next?