A multi-billion dollar global enterprise with offices in over 70 locations had plateaued after 60 years of success, and many outsiders were describing the organization as stagnant and on the verge of becoming obsolete.
Senior leaders were predominantly European and North American men, and the organization knew they needed to take a strategic, innovative approach to turning things around and equipping a new generation of global leaders.
The organization identified Cultural Intelligence (CQ) as a critical capability needed by their leaders. CQ was added to the organization’s core values and the talent development team began integrating CQ into every function.
