Accenture Business Services
Clearing the Hurdle from Me to We to Us
ABS is a 4800-person global internal services organisation with a strong commitment to living its values in order to maintain and enhance its culture. ABS is a key part of how the nearly 250,000 person Accenture organisation runs its global business efficiently and effectively. Nearly one third of all Accenture’s operations run through ABS. ABS invested in the Cultural Values Assessment (CVA) as a way to measure their culture and determine what they were doing well and where they could improve in support of their overall Human Capital strategy.
ING Banking Asia
Understanding Employee Engagement Through Values
In 2004 ING introduced a management tool to measure employee engagement. At that time, one of the strategic pillars for the company was to establish a high performing organisation. After defining a strategy and organising the structure, culture became the most important aspect to make the difference.
Asheville Community Values Assessment
Think Globally, Act Locally
This case study documents the process and learning that emerged when staff at the Barrett Values Centre (BVC) designed and conducted a Community Values Assessment in Asheville, North Carolina, USA, as a form of community service.
Market Analysis Company Dramatically Reduces Entropy in a Changing Market
CRU is a privately held research, analysis and consultancy business which serves the global metals, mining and fertilizer industries. In 2008, just before the failure of Lehman Brothers and the subsequent Global Financial Crisis, the business appointed a new CEO, Nick Morgan. The business faced a number of challenges – over and above the impact of the financial crisis – including low profit growth, a paper-based portfolio, a silo culture (silo by commodity and by business function) and production inefficiencies.
Mining Services Company Uses Values to Navigate Change
Emeco is a leading independent supplier of heavy earthmoving equipment solutions for the mining industry across the globe. In 2010, they embarked on a five-year organisational plan to re-ignite their core business. To best navigate the changes, Emeco significantly invested in developing their culture. Their work has resulted in improved performance and profitability with a higher return on capital.
Media Distribution Company Refocuses their Culture
Frontline is the UK’s leading magazine sales and distribution company. Faced with a declining market space, changes in the senior management team and some downsizing initiatives, Frontline wanted to refocus its culture in the context of a refreshed vision, mission, and strategy that was dedicated to achieve their shareholders’ objectives.
I.K. Hofmann GmbH
Temporary Employment Firm Significantly Increases Revenue with the Support of Culture
Hofmann is a temporary employment agency in Germany. They employ 20,000 external employees and 500 internal employees. In one year, during which they worked with culture, sales increased from € 310 million to € 415 million and Hofmann was named one of the Top-100-corporations with Great Places To Work.
The Role of Strategy, Culture and Leadership in the Nedbank Turnaround
It was immediately clear that a lot of hard work would be required in order to turnaround one of South Africa's oldest and traditionally 'aspirational' banks. Everything from the way it did business (corporate strategy and operations), to the way that the employees functioned (corporate culture), to the way it ensured successful implementation, execution and attainment of goals and objectives (corporate leadership) had to be reviewed and reinvented.
Volvo Trucks International Division
From good performance to outstanding achievements!
Volvo Trucks International Division (ID) is a very profitable part of Volvo Trucks Corporation. In spite of this profitability, the management team was suffering from significant internal tension. The president initiated a leadership development program for the management team in mid-2008 including individual coaching.
Revenues Rise with Culture Management
Unilever Brazil has an incredible legacy, built over eighty years. However, in 2004-05, after decades of strong growth, revenues slowed and the business was in need of renewal.In early 2008, Kees Kruythoff, the newly appointed Chairman,along with the Unilever Brazil Board, launched a transformational effort to reignite growth. They recognised a need to not only address strategic challenges and manage operations, but to address the organisational culture as well.