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Leading In Asia 


Key outcomes:

  • The participants gained a deeper understanding of the Asian context  as well as their own strengths and pitfalls.  They felt  better equipped to address their new challenges, to interact  with colleagues and clients  and to lead  their teams. 


The challenge:

  • Influx of expatriate delegates into management roles in a predominantly Malaysian work environment in an airline company 


Our approach: Living & Working in Malaysia workshop series

  • 3 segment sessions for expats on understanding the Malaysian cultural framework, functioning effectively in Malaysia’s work culture, and reconciling dilemmas

  • Key discussions include understanding the Malaysian context, reconciling expectations, multicultural team dynamics, and managing &motivating staff

Working better together

Key outcomes:

  • creation of a common language and behaviors around key corporate concepts and value

  • a road map to improve communication and collaboration 

  • Internal sessions led by the Asian team to coach their Dutch colleagues on how to work effectively with local stakeholders

The challenge:

  • Lack of common ground & common language that led to negative impact on collaboration and performance between Malaysian and Dutch teams.

  • to create a culture truly shared by Malaysia based team and team in the Netherlands (HQ)


Our approach: online survey + group facilitation

  • We identified gaps between perspectives, expectations & values at work of both teams.

  • All stakeholders in both team completed the IRC assessment

  • Workshops with both teams in each geographic location to open the minds of stakeholders to the differences between the cultures at play 

Growth Mindset Culture

Key outcomes:

  • 90mn of intense creativity, reflection and action

  • Clearly identifying a corpus of typical behaviors and attitudes to be improved during company meetings

  • Leadership development programs are now being developed

The problem:

  • developing a more collaborative corporate culture @ Microsoft Malaysia

Our approach: an “experiential audit”

  • Interview with key people in different layers of the organization

  • Verification of findings from interviews and surveys

  • On that basis, we created an exchange theatre play for the company meeting to stimulate a larger conversation on obstacles & options in typical work situations.

A Culture of Safety

Key outcomes:

  • Acquisition of  new skills that strengthen the safety awareness, improves communication and encourage collaborative behaviours among the 3 main cultures interacting off-shore to prevent safety hazards

  • Ability for the crew to translate the 3 key challenges ( Observing/Anticipating, Speaking Up, Being Open)  into culturally congruent (fitting the context) messages leading to safer behaviours.

The challenge:

  • Beyond the EHS processes in place,  the company has found that it is a change of mind-set that is necessary to reach Incident and Injury Free (IIF) targets. Regular  safety training for the crew are in place  and the question was:  how to make these trainings equally effective regardless of the nationality and/or context of the participants

Our approach: online survey + group facilitation

  • The program was developed after a series of interviews and focus group discussions with key stakeholders.

  • The programme focuses on  Growth (attitudes)  and Skills (competencies),   encouraging a  shift in mind-set (heart) and  practicing new skills (hands). It provides  theory and models as the basic skeleton of the course, with a focus on experiential and active learning.

  • In addition to reminding participants of the importance of safety tools(Toolbox and Risk Assessment tools) and reflecting on the safety hazards encountered, we provided tools to empower participant to speak up, take action and responsibility,  in the event of a safety hazard situation.

A Culture of Inclusivity

Key outcomes:

  • The program brought clarity  and understanding of each party preferred way of collaborating and communicating 

  • It brought greater empathy from all sides and enhanced the commitment to build a successful  team.

The challenge:

  • On-boarding and integrating the first team of Malaysian hires in a global organisation

  • Optimizing collaboration within Malaysian-French teams

Our approach: Intercultural competencies building and developing a roadmap of working together

  • Assess individual Intercultural competencies with the IRC© self-assessment tool

  • Develop a series of workshop to deepen participants mutual understanding of their respective cultures

  • Provide a common framework to address cultural challenges and biases

Translating global culture to local context 

Key outcomes:

  • Creation of a common language and behaviors around key corporate concepts and values that enable participants to address unconscious biases.

  • Higher levels of communication and cooperation resulting in greater efficiency. 

The challenge:

  • To create greater awareness of how unconscious biases impact how Lhoist values and desired behaviours are understood within the APAC team and how this can affect performance

Our approach: Building an APAC Culture with Aligned Understanding of Values and Desired Behaviors

  • An online audit to identify gaps between perspectives, expectations and values at work of Lhoist Asia teams both at managerial and executive levels. The audit is used in a training series implemented to guide participants to achieve a mind-set shift and make the necessary behavioural changes.

  • To provide the team with a framework and skills needed to align Lhoist values and the team values and local context in order to define the behaviours needed to enhance performance within Lhoist Asia.

Strategic planning and organisational audit to perform in a challenging environment

Key outcomes:

  • Clarity on team members team roles,  cultural unconscious biases creating greater empathy within the team

  • Team alignment  on objectives, goals and desired behaviours leading to  higher levels of communication and cooperation and  greater team  efficiency. 

The challenge:

  • Create better cultural understanding and open clear and honest communication  among the leadership team members  (4 different nationalities, 3 corporate cultures)

  • Revisiting the organizational structure

  • Optimizing communication through out the organization

Our approach: 

  • Cultural and organisational audit through online survey

  • Interview with key people in different layers of the organization

  • Facilitation of a three day retreat for leadership team to refine strategy and develop action plan for the 3 years to come

Case Studies

Cultural Impact has carried out programs involving: Working in a multicultural organization, Boosting multicultural teams, Working across borders, Building an effective team culture, Develop an inclusive leadership mindset, Living and working in a new culture and Communicating effectively across cultures.

Malaysia Airlines
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