When ArcelorMittal merged in 2007 to create the world’s largest steel company, it became the source of 10% of the total global output. The challenge was to align the workforce with a similar team culture.
THE FOUR FOLD OBJECTIVES
Exploring priorities of
and trust across teams
We believe that the behaviour of an individual is an outcome of various cultural influences. We used our cultural diagonostic™ to bring out these influences along with other diversities that exist and ought to be leveraged going ahead.
Our C.A.T. - Communication, Alignment & Trust model was implemented step by step. Each step was accompanied by a 'check-in' with a cultural consultant. .
Our trust equations and conflict handling models threw light on the process of developing trust and dissolving conflicts.