GLOBAL MINING CASE STUDY

Shifting to a learning together culture through humility, learning and togetherness

Our Culture Solutions

The business challenge

Our client operates in over 30 countries and is one of the largest diversified mining companies in the world. The organisation has a “unique,” strong and remarkable culture, consolidated in its more than 50 years of history. So, it is not easy to change culture BUT, it is vital.

Why was the change so important? Our client operates in a traditional sector with a high-risk of accidents, which is undergoing profound transformations as ESG policies advance. In this new context, the business strategy requires changing from a conservative and traditional culture to a culture of learning, collectivity and humility. This new culture can lead the business to innovation, openness and safety, which are necessary for the company's survival.

Bottom Line

Our journey with this client has involved a lot of learning - learning about how to support a client with such complexity, due to their extensive culture change and the size and diversity of their businesses.
We provided elements of cultural development not only through workshops, offsites, training and frequent interaction but also through deeply personal and team experiences in the new culture that could accelerate the transformation process.

Brazil organisation company culture case study

Outcomes

The organisation has evolved in their pulse check survey in 100% of new cultural elements, the most expressive advance was in openness and safety that were their priority for the first two years of the journey.
Different stakeholders have recognised them for their change in decisions, behaviours and results.
Besides the results people get, building ideas together and facing failure as an opportunity to learn even more is now how people are recognised in the company.
A shift from a ‘knower’ to a ‘learner’ mindset has become true in the field. There is no speech of the CEO that does not include priority in the culture change and its connection with the achievement of the strategy.
Performance management, organisational structure and budgeting systems are now more aligned with the desired culture, which has become a benchmark for other companies.
Visible improvements to key safety indicators attributed to the change in culture

Organisational culture case study for mining company

Workstreams

An assertive diagnosis was decisive to gain company’s confidence.
- The Discover Deep Dive Diagnostic helped the company to realise the root causes of their culture and to understand the key mindsets, behaviours, symbols and systems they needed to change to support the strategic priorities.
Develop leaders and systems to transform the culture:

Several interventions were made, at the same time, in different layers of the organisation to promote a sustainable change:

- Leaders embarked on a journey of personal and team change to become examples of the desired culture.
- 35 HR leaders were certified in our Advanced Culture Change Program and were prepared to identify countercultural messages in behaviours, symbols and systems and act as active change agents. They were equipped with a library of a comprehensive methodology for culture change across the organisation.
- Multiple leadership teams went through a Cultural Activation Program where they strengthened their change through reframing beliefs, lived the new culture through immersion experiments and received the necessary tools to transform the culture.
- Development of close to 100 Culture Catalysts equipped with tools and a clear “from-to” map to guide them in their role to be an example of the desired culture and to support leaders in the journey.

3: Integrated Culture Plan: While the Executive Team evolved in their Leading by Example program, a process of immersion in the new culture was created, so that practical learning could consolidate the desired changes:

- The business unit leaders and teams were involved in an immersion program where they had the opportunity to lead the cultural transformation in their process by drawing up a transformation plan for their Site or Matrix Area. They did this by integrating the business managing system and culture and deepening the beliefs preventing the team from going further.

- This was part of an integrated culture plan we support the company to build through a deep practical learning together process.

GLOBAL MINING CASE STUDY

Shifting to a learning together culture through humility, learning and togetherness

Our Culture Solutions

The business challenge

Bottom Line

Outcomes

Workstreams

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