Cultural Profit™

Cultural Profit™ is created by integrating strategy with people who are skilled in cultural agility.

The Financial Times defines Cultural Agility as:

The ability to understand multiple local contexts and work within them to obtain consistent business results.
While individual capacities are important, successful organisations build an institutional level of a global mindset and skills for effectively coordinating, negotiating and influencing across boundaries.

For today’s global organisations, cultural agility is the new competitive edge.
– The Financial Times

The Cultural ProfitTM Program in action

Michelle Randall is a leading expert on cultural agility. She has used this knowledge to create the Cultural Profit™ program.

Below are some examples of how we help our clients produce cultural profit:

  • Global Expansion
  • Virtual teams
  • Changing markets
  • Acquiring an American workforce
  • Executive transitions
Example #1 – Global Expansion

We were brought into an international acquisition project where the integration plan was for 18 months. By developing the cultural agility of both the acquiring team and the team being acquired, things went smoothly. Revenue and cost milestones were reached five months earlier than originally projected.

Example #2 – Virtual teams

Example #3 – Changing Markets
Culture isn’t just international.

Sometimes the culture of an existing market changes. This can happen because of new technologies like the Internet, which has given us email, ebooks, webinars, online collaboration, etc…

Companies that can’t keep up with change bleed profit and are eventually driven out of existence.

Growing revenue by developing new customer bases
We were able to help a retailer increase sales by over 35% by engaging just one new cultural market – and this wasn’t even international, this was domestic. Before becoming culturally agile they didn’t understand and weren’t attractive to this market

Example #4 – Acquiring an American workforce
Chinese firms going global are challenged by needing to adapt their hierarchical style that centralises decision and holds onto information in markets where employees expect to be granted responsibility, autonomy and trust.
- The Financial Times

Example #5 – Executive Transitions

Every organizations has its own culture. Culturally agile leaders are more successful with career transitions. They are also more likely to achieve the very difficult task of enacting culture change within the organizations they lead.

An executive hired because of his previous leadership success was having difficulty because his style didn’t work well in the culture of his new company. By adding cultural agility skill training to his onboarding coaching, he was able to quickly become more relevant and win over employees.

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