Case Study – Managing Culture

 

The Challenge
Our client, consultants to the property and finance sectors of Australia, and the Asian Region, are the acknowledged leaders in the building and health care industries, with particular expertise in such complex projects as: hospitals, laboratories, law courts, technology parks, infrastructure etc.

Our client determined to ensure when they set up their new Asian Region consultancies they would communicate, and talk with their Australian Business and Head Office on the same wavelength of knowledge, understanding, as they presently did around Australia. Their management wanted to handpick people who were willing to move overseas and successfully launch, and develop their Asian business, taking with them their Australian business reputation for ethical dealings with clients, integrity of advice, and successful business culture.

 

The Solution
Management Dynamics International (MDI) were asked to advise.

An organisation’s reputation is determined by it’s culture. Organisational culture is the aggregate of the attitudes, beliefs and values, the ideas and thinking, the strategies and plans, of all the people in that organisation. Organisational culture determines the “wavelength” of communications within an organisation.

MDI advised our client’s management on how to identify, describe, quantitatively measure and validate the intangible attitudes, and culture, of the short listed people willing to move overseas, and to then audit and confirm they were the same as, and matched, their Australian business attitudes and organisation culture.

Today our client reports no difference in culture between their Asian Region consultancies, and the culture of their business in Australia. Their Australian, and Asian Region consultancies, communicate and talk with each other on a common “wavelength”, with consequent benefit to their efficiency, productivity and profit.