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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As learning professionals, we want to design interventions that lead to lasting change. Shifting behaviour involves a process that continues long after the programme finishes. Our research has shown that mature learning organisations are more successful at integrating learning and work, but they don’t abandon formal learning. One of their strategies is to design learning campaigns and programmes that build and encourage new habits.
In the final installment of our ambassador round up series, we speak to Peter Casebow, CEO of Good Practice, about his thoughts on the Transformation Curve.
In order to achieve true and lasting transformation, organisations need to take it one step, one stage at a time, says Piers Lea, chief strategy officer at LEO and Learning Technologies Group plc, and a Towards Maturity ambassador. It’s also what the latest Towards Maturity benchmark report ‘The Transformation Curve’, says when it outlines the four stages of maturity – Optimising Training, Taking Control, Letting Go and Sharing Responsibility.
L&D is in the midst of a rapid transformation driven by fundamental changes in work, the workforce and the workplace. In this fast-changing environment, how can we embed successful leadership development to future-proof our organisations and gain a competitive advantage?
Read about the two things that Ken Govan, from our ambassadors Cegos, particularly likes about ‘The Transformation Curve’, the latest Towards Maturity benchmarking report.