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Deborah Doyle

Deborah Doyle

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Three Mobile UK - Culture management process – rapidly emerging market

[fa icon="calendar'] 03-Mar-2012 12:21:34 / by Deborah Doyle posted in Case studies, Culture management, Walking the Talk

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This case study follows the cultural management process of 3UK, a British telecommunications company, focused on rapidly emerging 3G mobile Internet services, for the years 2007-2011.

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“Culture and performance are linked”

[fa icon="calendar'] 03-Mar-2010 13:45:17 / by Deborah Doyle posted in Case studies, Videos

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Why culture is linked to great performance. So often earnings and the financial performance of companies take priority over the perceived soft issues in the organisation. Michael Cameron, GPT talks about this fundamental flaw in thinking, without the right culture you will never get the right performance.

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GPT - “Why culture change is vital”

[fa icon="calendar'] 03-Mar-2010 13:36:46 / by Deborah Doyle posted in Carolyn Taylor, Culture change, Videos, Brands

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Carolyn Taylor talks about the reputation risk organisations face as a result of poorly managed cultures. Senior executives at GPT, talk about the need for a strong culture in order to improve their performance.

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Government Agency - Embedding customer focus into government agency - transportation

[fa icon="calendar'] 02-Mar-2010 15:19:02 / by Deborah Doyle posted in Case studies, Customer-Centric, Walking the Talk

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For years this organisation has successfully provided some of the fundamental infrastructure services required by the community to go about its daily life. Because the organisation services the whole community, it continually has to juggle the potentially competing needs of different interest groups, as well as meet the political agenda demanded by the government ministers, and important issues of safety and long term planning which are often not immediately visible to users and the government.

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GPT – Listed property group. Building the culture for growth in a property management company

[fa icon="calendar'] 02-Mar-2010 15:14:49 / by Deborah Doyle posted in Brands

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In 2010 GPT moved to an integrated property management approach that is aligned to a goal of the strategic allocation of capital. This produces synergies and efficiencies across GPT’s $8bn+ property portfolio, but requires collaboration, innovation and accountability to be successful. But employee surveys showed that employees were still mourning the past, and had not engaged in the new approach to growth in the future.

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