Culture as Strategy Transformation

The Opportunity / Challenge

An Industrial giant, a 130-year-old company, was at a strategic inflection point — shifting from a traditional, hierarchical and a portfolio of companies to a dynamic, purpose-driven technology company. The transformation required a radical cultural shift: modernizing leadership mindsets, enabling inclusion and innovation, and equipping the HR function to serve as a strategic growth partner rather than an administrative engine.

Our Approach

As Chief People Officer, Elizabeth led a Culture Transformation initiative that positioned people and culture as core enablers of the Company’s digital and business reinvention.

Key initiatives included:

• Reframing culture as a measurable driver of business outcomes through data-driven diagnostics.

• Defining new leadership, behaviors and mindset aligned with business strategy.

• Driving inclusion through accountability and transparency at every level, with clear metrics tied to leadership performance.

• Re-structuring the global HR model into a cohesive, strategic, capability-driven organization with centers of excellence in talent, culture, and leadership development.

Business Impact

• Modernized HR to a global strategic function aligned with business priorities and digital transformation goals.

• Improved employee trust and culture index scores across key regions.

• Increased diversity in senior leadership, with inclusion goals embedded into performance and succession systems.

• Strengthened global leadership bench and internal mobility pipeline through data-backed development frameworks.

Proof Points / Key Outcomes

Inclusion & Diversity

Record increase in diverse talent representation in senior roles

Culture Metrics

Significant uplift in culture index and trust measures

HR Modernization

Transitioned HR to global COE model; improved speed, agility, and strategic partnership

Recognition

Featured in industry discussions as a benchmark for culture transformation