MiningCo, part of a multinational mining enterprise, found itself at a crossroads. To achieve a bold growth strategy and improve the company's safety record, MiningCo needed to overcome several daunting cultural challenges. Its workforce was highly fragmented, divided by geography, operations, language and widespread illiteracy. At the same time, the company also needed to improve strained relations between management and its powerful employee unions.
As a result of these cultural rifts, MiningCo rarely hit production targets, leading analysts to question the company's ability to achieve expected growth. It also was losing top talent to competitors. To restore confidence, the CEO needed to ensure that the company was united by shared values, a major step towards putting MiningCo on track for sustained growth.