How can you identify and eliminate the barriers that prevent cultural values being absorbed across a multinational organisation?
A global drinks manufacturer had grown through acquisition by more than 60 per cent in just a few years and was trying to roll out a new set of cultural values and behaviours that would pull the organisation together worldwide. These included collaborating effectively, being entrepreneurial and putting customers at the heart of all decisions. It asked TEN LTD to assess how successfully these were being embraced and help identify the barriers to adoption worldwide.
TEN LTD examined the effectiveness of the business as a whole and how well the behaviours were being adopted, considering aspects including leadership, reward, management processes and team designs.
From this process emerged the key themes that the company needed to address to help implement the new vision. These included clarifying lines of responsibility for how the business was organised on a global, regional and local level; bringing the behaviours to life by telling a more compelling, less conceptual story about them; sharing best practice; prioritising projects more clearly; and using reward to link behaviour to performance management.
The client was surprised by the results and grateful to have a framework with which to tackle the barriers to progress.
"The company needed to clarify lines of responsibility for how the business was organised on a global, regional and local level; bring the behaviours to life; share best practice; and use reward to link behaviour to performance management." Managing Director