Change & OD | Culture | Leadership | Cultural integration
Large-scale cultural integration at an international market leader
Company: ST-Group
Background
As part of its international expansion, ST-Group acquired approximately fifteen entities, including some former competitors. The management team recognized the need to unify these diverse entities under a single set of values and a cohesive culture. This initiative aimed to create “one company” with shared values underpinning behavior and decisions, fostering a strong and unified organisational culture.
The needs and delivered solution
Change communication plan and execution
Communication channels and activities: To effectively communicate the desired culture and values, various channels were identified, and activities were defined. Executive and leadership presentations, both in video and live formats, were used to convey the message. Additionally, screensavers, poster material, and an intranet hub were developed and launched globally to reinforce the communication.
Awareness campaign and values internalization
Culture ambassadors: Approximately 30 respected culture ambassadors were selected to discuss the values and their practical implications with employees across all business units. These ambassadors were trained to facilitate engaged and valuable discussions, helping to internalize the values and cultivate ownership among employees.
Communication and training material: Comprehensive material for communication, presentation, training, and development was created to support the ambassadors in their role.
“Coaching for culture” and integration with Performance management
Development-oriented discussions: Managers and leaders were equipped to have in-depth, development-oriented discussions about values and culture with employees. They were provided with a comprehensive toolbox containing practical tools, tips, and tricks to support these conversations.
Integration with Performance management: The values were integrated into the performance management system to ensure alignment between individual performance and the desired culture.
Global leadership development building on values
Leadership expectations and competencies: Leadership expectations were developed based on the core values and desired culture. Concrete competencies were identified.
Global leadership development: A global leadership development program was executed to build the leadership competencies among leaders.
By addressing these needs, ST-Group aimed to create a unified and cohesive organisational culture that would drive success and collaboration across all entities. This comprehensive approach ensured that the values were not only communicated but also internalized and integrated into everyday practices, fostering a strong sense of ownership and alignment within the organisation.
Andrej Zaren
Managing Director, Crotia
The process of taking ideas to the market seem to have speeded up, which to my perception has to do with the improved communication, that doors are more open, and that have definitely come with the values.
Andrej Zaren
Managing Director, Crotia
The process of taking ideas to the market seem to have speeded up, which to my perception has to do with the improved communication, that doors are more open, and that have definitely come with the values.
Results
5% (global average) positive change in behaviour over a period of 12 months.
Improved collaboration within departments as well as across functions, with values reflected in decision-making.
Increased sense of pride in working for STG (R²=0.41, p=0.00).
Increased perception of STG being “one company” (R²=0.44, p=0.00).
Increased feedback of STG being a high-performing company (R²=0.31, p=0.00).
Are you too ready to drive business results through strategic HR and organisational development?
Contact me for tailored advice and solutions. Click below to start the conversation!