Case Studies

How Neuroscience-Based Leadership Principles Transformed Company Culture

 The Organisation: Global technology company 

A large-scale technological services and solutions corporation headquartered in the United States with over 100,000 global employees. 

 Shortly after being appointed, the technology corporation’s new CEO discovered a company culture dominated by siloing, internal competitiveness, disconnectedness, and fixed thinking. This was a culture incompatible with the CEO’s vision of a world-class technology company operating at the very bounds of innovation. A cultural transformation, the CEO realised, would be required to address this troubling gap. 

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