This paper aims to inspire and support leaders wanting to change the culture of large and complex organizations by sharing what HSBC experienced in Argentina, describing how and why an entire organization recently went through 100 days of intense activity, significantly changing the culture of over 6,000 employees.
Details of this case study are given using two different “voices” and perspectives: one from the CEO and the other one from a program implementation angle. The connection between the people and business perspectives runs throughout, describing the major elements of the culture change program used and the results achieved.
The experience 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. Most importantly, the new culture can be sustained over time when a tipping point is reached across the organization.
The program described here challenges traditional culture change approaches, presenting a concrete and proven method that does not rely on communication campaigns or rewards strategies to drive real change in record time.
Losada, A. and Bajer, J. (2009), "How we transformed our culture in 100 days: the story behind an intensive culture change program at HSBC Argentina", Strategic HR Review, Vol. 8 No. 5, pp. 18-22. https://doi.org/10.1108/14754390910976799Download as .RIS
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