320,000 Employees
60 Countries
1 Culture
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
Identifying areas
of improvement
Exploring priorities of
team foundations
Co-creating
action plans
Building relationships
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.