CULTURE TRANSFORMATION

When the unwritten rules change, the organisation can change.

Four organisations. Four different contexts. One practical framework for making culture visible, discussable and deliberately shaped.

BEYOND THE KEYNOTE

Steve’s work can begin on stage—and continue inside the organisation.

These case studies show UGRs® used as part of sustained leadership and culture-change work. They do not suggest that a single intervention caused every commercial outcome; they demonstrate how culture became a practical part of broader organisational change.

AUTOMOTIVE · UNITED KINGDOM

McLaren Automotive

Making culture as distinctive as the cars.

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.

WORKWEAR · AUSTRALIA

Workwear Group

From survival to growth.

The challenge: Following its acquisition by Wesfarmers, Workwear Group was struggling. A new leadership team established a fresh strategic direction and recognised that culture would be central to the turnaround.
Steve’s work: Steve worked with the leadership team to use UGRs® as a practical vehicle for culture transformation—connecting the everyday workplace experience with the business strategy.
What changed: The relationship continued as the organisation moved, in the words of its leaders, from “survival to growth”.

FUEL & CONVENIENCE RETAIL · AUSTRALIA

APCO

A culture framework that finally grabbed hold.

The challenge: APCO’s leadership team had explored several ways to strengthen its culture, but nothing had created sufficient traction.
Steve’s work: Steve introduced UGRs® as a clear, accessible way to identify the unwritten rules shaping behaviour and engage people in improving them.
What changed: UGRs® had a significant impact and remained an enduring tool for keeping attention focused on a better workplace culture.

NATIONAL RETAIL · AUSTRALIA & NEW ZEALAND

Kmart & Target Australia

Culture as part of a remarkable retail turnaround.

The challenge: Kmart had experienced ten consecutive years of losses when a new leadership team, led by Guy Russo, began a major business transformation.
Steve’s work: UGRs® was used as a vehicle for culture change across Kmart Australia and New Zealand. Senior leader Andre Reich later carried the learning into his work at Target.
What changed: The case demonstrates how deliberate culture work can support a broader leadership and commercial transformation. UGRs® was one element of that wider turnaround.

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