Managing cultural transformation in a multinational business

Abstract

Purpose

This case study feature sets out to describe how a global manufacturing business, TMD Friction, changed its organizational culture and became a much more successful business over a 12‐month period through the implementation of a change management program with people policies at its core.

Design/methodology/approach

The paper explores the change program that was devised and implemented by Quest Worldwide, an international management consultancy. The program started with strategy workshops for leadership teams followed by extensive management development and workforce training. The changes in behavior and practices were sustained with an organizational review process.

Findings

Numerous examples of a change of culture are evident and the company met demanding performance targets.

Research limitations/implications

The change process should be applicable to most types of organizations but it is designed for the larger, more complex organization and would perhaps need to be simplified for a smaller one. The change process should work in all cultures, as it was applied in 11 different locations for this global company.

Practical implications

The steps in the change process have been tried and tested in many other organizations and have proven to be effective.

Originality/value

It is perhaps unusual to target cultural change deliberately in order to improve the performance of an organization. The fast pace of change delivered a high return for the company.

Citation

Smith, S. and Kuth, C. (2009), "Managing cultural transformation in a multinational business", Strategic HR Review, Vol. 8 No. 1, pp. 16-21. https://doi.org/10.1108/14754390910920439