The 100 days that transformed HSBC Argentina: … and helped to embed culture change for the future

Abstract

Purpose

Aims to inspire and support leaders wanting to change the culture of large and complex organizations by describing how and why HSBC in Argentina went through 100 days of intense activity, significantly changing the culture of more than 6,000 employees.

Design/methodology/approach

Details the major elements of the culture‐change program used and the results achieved.

Findings

Provides evidence that it is possible to change the culture of an organization in about three months, regardless of how challenging it might seem at the start.

Practical implications

Contends that the new culture can be sustained over time when a tipping point is reached across the organization.

Social implications

Emphasizes that the program improved the personal relationships and quality of life of individual employees, in addition to the benefits it brought to HSBC Argentina as a whole.

Originality/value

Challenges traditional culture‐change approaches by presenting a proven method that does not rely on communication campaigns or reward strategies to drive change quickly.

Citation

(2010), "The 100 days that transformed HSBC Argentina: … and helped to embed culture change for the future", Human Resource Management International Digest, Vol. 18 No. 2, pp. 6-9. https://doi.org/10.1108/09670731011028393