Culture and Transformation7-year global partnershipMexico
Turning global strategy into local leadership alignment, priorities and behaviour.
Partnering with GSK Mexico to align a new General Manager and local leadership around one culture, shared priorities and new ways of working, and cascade them through the organisation.
The impact
Real results. Lasting change.
30%
improvement in decision-making agility
71%
improvement in climate scores
70
change agents mobilised over 9 months
- New General Manager and local leadership team
- cascade through LT-1, LT-2 and LT-3
- 70 change agents
- 9-month cascade
Bridging global ambition and local reality.
GSK Mexico was navigating a significant cultural integration: a new expatriate General Manager, an established local leadership team and the need to translate GSK’s global ambition into something meaningful and actionable in-market. The challenge was not simply to align on values, but to create shared priorities, behaviours and ways of working, and make them real across multiple layers of leadership.
From leadership alignment to a movement for change.
CorporateDNA worked first with the GM and leadership team to create alignment around business priorities, values, behaviours and ways of working. We then built a nine-month cascade through LT-1, LT-2 and LT-3, mobilising 70 change agents across the organisation. The journey combined facilitated leadership interventions, group coaching and action learning, with teams translating the ambition into practical action and building quarterly proof points that demonstrated where change was becoming real.
CorporateDNA services
- Culture and Transformation
- Leadership Team Effectiveness
- Group Coaching
- Leadership Development
- Change and Transformation
- Action Learning
A shared culture that changed how the market operated.
The work moved culture from aspiration into everyday leadership practice. GSK Mexico saw a 30% improvement in decision-making agility and a 71% improvement in climate scores. Leaders developed greater alignment around priorities, clearer ownership and a more consistent way of working across levels. Quarterly proof points made progress visible, helping sustain momentum and demonstrating that culture change was translating into how decisions were made, teams collaborated and the Mexico business operated.
Case title: GSK Mexico
I have always believed that the question of culture is fundamental for any organization. Culture – mainly defined not by the values and expectations written on the wall but by the way that leadership behaves – can be a fantastic accelerator for change, but can also be a complete derailer if a company gets it wrong. When I laid out the priorities for GSK, they were innovation, performance and trust to the power of 'c' for 'culture'.
Explore more client stories
Let’s talk
Let’s create real change, together.
Speak to our team about how we can support your organisation.
Get in touch