AUTOMOTIVE · UNITED KINGDOM
McLaren Automotive
Making culture as distinctive as the cars.
Engagement evidenceAnnual UGRs® Stock Takes and leadership action over four years.
- The challenge
- McLaren’s leaders wanted the organisation’s culture to be as distinctive as the supercars it produces.
- Steve’s work
- Steve used the UGRs® Stock Take to assess the existing culture against McLaren’s aspirational values. Leaders explored the findings and developed practical responses to the areas requiring attention.
- What changed
- The process was repeated annually over four years—creating a sustained rhythm of measurement, leadership discussion and action.
Inside the video
Speakers and roles at the time of recording: Mandeep Dhatt, Executive Director, Human Resources; Alan Foster, Executive Director, Infrastructure Projects.
Leaders describe connecting aspirational values with everyday behaviour, using UGRs® feedback to guide action. One example is a team charter setting out how colleagues would treat one another and raise concerns.
Timeframe, quotation and evidence notes
Timeframe: A values journey described as beginning about four years before the recording. Calendar start and end dates are not specified in the video.
“UGRs are absolutely the way to go.”
Mandeep Dhatt · Watch at 03:43
The team-charter example begins at 02:24. The video reports leaders’ observations, without quantified before-and-after results.