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Cultural Assessment for Leading Global R & D Organization
The Need
“Change is a powerful, latent and often unconscious set of forces that determine both our individual and collective behavior. A strong culture can make us more efficient and productive, but if we don’t effectively manage it as we grow it will surely hold us back.”
So said the SVP for QMT, a new innovation group at a leading global R&D company during a recent session we facilitated for his new management team. He had created a strong set of cultural values with his previous organization and wanted to be proactive in shaping the culture of his new team, which comprised groups in the US and Taiwan. Their goal was to use strong cultural values in the identification, recruitment and induction of new employees – as well as foster a strong set of operating values to grow their business.
The Piñon Group Approach
Having worked with the SVP before, we employed a model based upon Fons Trompenaars’ work with national culture. We used this model to map out the current culture of the organization. After facilitated discussions around both the current and future culture states, we developed a clear set of value propositions to create true shared meaning within the group – not just a wall plaque with a set of values and beliefs. The output of this work is a clear set of operational guidelines designed to accelerate integration of new employees and the effectiveness of the group as a whole.
Subsequently we have worked with a number of groups within this organization to help assess their culture and how to integrate professional, corporate and national cultures as groups merge and work across time and national boundaries.