Building a Unified Global Business Through Learning Innovation at Brambles
Brambles Holdings is an Australian listed holding company with operations in more than 60 countries.
The organisation has over 14,000 employees and a turnover of US $5.5bn. The group’s global business is in pallets, plastic reusable crates and containers – with only 500 million pieces of equipment around the world!
A change of CEO 6.5 years ago (Tom Gorman) stimulated a culture switch to an operating organisation which had huge implications on previously semi-independent businesses. What happened next was:
- A new company mantra: “One business – One team”
- A drive for synergies and for the Group’s companies to speak to customers and suppliers with a common voice
- Changes included divestment from one business and acquisition of a better fit business in Germany
- L&D was very disparate and devolved
- Significant waste was occurring through duplication of provision and little local uptake of centrally procured systems and interventions
- A ‘not invented here’ mentality which had resulted in national companies creating local solutions to common group needs – and rejecting offerings from other group companies
- Employee engagement survey showed growth and development to be lowest factor consistently over 8 years
Download this case study to find out:
- How to develop trust with business leaders
- How to earn and maintain executive support
- How to transform L&D
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Evidence is vital to backing up a case for change and even more powerful when internal data is being compared against high-performing learning organisations.
The corporate learning market is rapidly evolving to meet the ever-changing demands of work and worker. The C-suite and L&D leaders can no longer ignore that over 90 percent of organizations do not realize the full value of their investments.
Every year over $400billion is spent on corporate learning globally, yet only 15% is proven to stick. Investments in learning are continuing to grow year on year but performance impact is not changing. The industry is still struggling to provide real proof of impact, in fact, for the first time the Towards Maturity Index is tracking a significant decline. This is causing leaders to have low confidence levels in L&D.
Having clear evidence is a vital starting point in identifying where improvement is needed and backing up your business case for change. We spoke with Emma Smith, Head of Talent at FirstPort Limited, a residential property management company. She had used the Towards Maturity Learning Health Check in a previous role and has now brought this tool to her new organisation in order to help transform their workplace learning culture.
Towards Maturity Learning Health Check provides an ideal starting point for organisations wanting to improve their development, by giving clear evidence and comparisons with high-performing learning cultures. To get a real idea of how the Health Check has a proven business impact, we spoke with Robin Lilly, Capabilities and Leadership Development Director of Coca-Cola Hellenic Bottling Company, to hear his experiences.