Go Global™ MASTERCLASS COVERING CULTURAL AND VIRTUAL AGILITY WITH THE CURRENT AND FUTURE LEADERS AT ARCELOR MITTAL.

CHALLENGES

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.

320,000 Employees
60 Countries
1 Culture

THE FOUR FOLD OBJECTIVES

Identifying areas
of improvement

Exploring priorities of
team foundations

Co-creating
action plans

Building relationships
and trust across teams

OUR SOLUTONS

STARTING WITH THE CULTURAL DIAGONOSTIC

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.

Blend of Virtual & Face-to-face Coaching By Country Experts

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. .

Building Trust and Handling Conflict

Our trust equations and conflict handling models threw light on the process of developing trust and dissolving conflicts.

To access the complete case study, please write to us at [email protected]
or call us on +44 (0)20 7060 0650 )