The group introduced a new culture of empowerment, inclusion, and a growth mindset, and wanted each division to embed these values across its employees, so they would become integral to every employee’s daily experience.

I was asked to embed the cultural shift in the UK for my division, aiming for a genuine transformation where employees actively embraced and embodied these values.

I conceptualised and implemented a forum for Line Managers that was meticulously designed for active participation and accountability, incorporating group presentations, breakout sessions to share experiences, and reviews of successes and lessons learned from the application of cultural values within Managers’ teams.

Regular reviews and adaptations were a key feature to keep the forum dynamic, relevant, and valuable. The positive response was overwhelming, with participants feeling supported and inspired. The impact was tangible, reflected in the enhanced cultural ethos, increased team productivity, and improved well-being in the UK compared to other markets.

The success of the UK Line Manager Forum resonated widely, prompting requests for its extension to a global scale. To facilitate this expansion, local cultural ambassadors were recruited to drive execution, armed with templates and guidelines for consistency. The initiative birthed a division hailed as the most entrepreneurial within the group.

The reverberations were not confined to a single division; Group HR recognized the transformative power of the approach and adopted it as a model for rolling out across the entire 25,000-strong workforce. This illustrated how a targeted, participatory, and adaptable initiative can transcend local challenges to become a driving force for positive cultural transformation across a global organisation.

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