Actual Case Studies
Oil & Gas Global Operations
Business name not mentioned to protect confidentiality
8 Large-Engine repair shops that range in size from fewer than 10 people to more than 300 people and that are spread across 8 countries with members of the workforce representing 12 countries and countless sub-cultures. Some shops were once stand-alone businesses that were acquired by Company so their procedures and practices are a hybrid. Different personnel laws and customs across the different countries also added to the “tangle” of cultures. They needed to find a balance of consistency of practice and upholding standards of excellence in the workplace, while still honoring and capitalizing on the cultures of the host countries and workers (they recognized the strength in diversity).
We assessed on three main topics that leaders felt would be important to the success of the organization as a whole:
Pride (in workmanship, in the local shop, in Company and in their coworkers)
Trust (in coworkers, bosses and Company wide)
Ability to succeed (finding processes and policies that were counter productive, identifying tools and equipment that they lacked and skills that they needed to develop)
End result was a culture change roadmap for each shop as well as for the organization as a whole that included coaching for shop leaders to help them implement the plan. In some of the larger shops, it also included training for managers and employees.