The purpose of this paper is to share the key findings of a program of change at global metals/manufacturing group Luvata, and its impact on leadership, motivational and communications strategy. Luvata's story involves the development of a new global brand based on the acquisition of 65 companies and the management of a mainly blue‐collar workforce in multiple locations around the world. Luvata's business strategy is summed up in the phrase “partnerships beyond metals” – moving towards providing higher value services to its customers instead of just products or materials. To achieve this strategy, it needed everyone in the company to adopt a problem‐solving culture.
The paper is built around the findings of a third‐party external auditing group, which runs an annual internal survey to measure employees' attitudes on a range of measures, including internal communications, chain of leadership and how well connected they feel to Luvata's purpose.
The annual survey shows significant improvements over the past few years. Three years ago, 54 percent of Luvata people had no access to a PC and 18 percent of staff felt “alienated from the purpose of the group.” The 2008 survey found that 72 percent are familiar with Luvata's values, while 70 percent feel they have a “passion for results” and 68 percent say “we deliver on our promises.” A total of 72 percent of respondents believe they work towards clear quality objectives.
Until now, Luvata has kept its corporate story under the radar and has not communicated it externally. This is the first time that Luvata has published a case study about its journey so far, and believes that it raises some valuable points of interest for companies in a similar position.
Roux, J. (2009), "Inspiring a global workforce in an era of change and consolidation: introducing the Luvata Way", Strategic HR Review, Vol. 8 No. 5, pp. 5-10. https://doi.org/10.1108/14754390910976771Download as .RIS
Emerald Group Publishing Limited
Copyright © 2009, Emerald Group Publishing Limited