Building increased adoption and leadership capability globally
Global Integration, Culture Alignment & Enterprise Systems Transformation
Leaders aligned around a single enterprise identity across legacy organisations
Leadership capability strengthened to lead change locally, not rely on central programmes
Consistent storytelling improved understanding of the One NTT vision and what it meant in practice
Earlier identification of behavioural and cultural risks, reducing disruption during delivery
NTT DATA undertook a global integration programme to unify multiple legacy entities under the One NTT strategy.
The transformation combined large-scale system integration with a fundamental shift in culture, identity, and ways of working across regions, functions, and leadership teams.
The risk was not technical.
It was whether leaders across the organisation would:
align around a shared identity
make consistent decisions
and actively lead the change within their teams
The Growth Hut was engaged to ensure that the integration was not just delivered, but understood, led, and sustained by leaders across the business.
The work focused on three areas:
Equipping leaders to lead through integration, not just receive updates
Building capability to manage competing priorities, ambiguity, and cross-business dependencies
Supporting leaders to take ownership of adoption within their areas
Translating the One NTT strategy into clear, practical messages for leaders and teams
Creating a consistent narrative that reduced confusion and “legacy identity” thinking
Enabling leaders to communicate change in a way that connected to day-to-day work
Designing and delivering a structured, enterprise-wide change approach
Identifying behavioural, cultural, and operational risks early
Aligning people, process, and systems to reinforce the future-state organisation
Leaders operated with a shared understanding of what One NTT meant in practice
Reduced siloed decision-making and competing priorities
Change led by leaders within the business, not driven solely by programme teams
Greater accountability for embedding new ways of working
Increased coordination across regions and functions
Reduced duplication and friction between legacy entities
Consistent storytelling reduced confusion and mixed messages
Employees had greater clarity on expectations and identity
Earlier identification of behavioural risks reduced disruption at go-live
Enterprise operating model effective from day one
Global Transformation, Trust, and Operating Integrity at Scale
Leaders equipped to act as visible, credible sponsors across global transformation
Consistent storytelling strengthened alignment across regions and customer-facing teams
Frontline teams trained to reinforce standards and adoption in everyday customer interactions
Adoption messaging embedded early, improving consistency and reducing downstream resistance
Trust and credibility maintained during high-profile, high-risk transformation
BSI was delivering multiple global transformation initiatives at once — including enterprise systems, commercial performance, sustainability reporting, a major rebrand, and the launch of the world’s first AI standard.
The challenge was not capability.
It was ensuring both leaders and frontline teams could:
align on priorities
communicate consistently
and reinforce standards internally and with customers
Without this, the risk was clear:
inconsistent delivery, mixed messaging, and erosion of trust.
The Growth Hut ensured change was understood, communicated, and reinforced at every level of the organisation.
The work focused on four areas:
Equipping leaders to lead visibly and consistently during continuous change
Strengthening decision-making, prioritisation, and sponsorship capability
Aligning leadership behaviour across regions and programmes
Translating complex transformation into clear, practical messages
Creating consistency in how change and standards were communicated internally and externally
Enabling leaders to connect change to business impact and customer value
Designing and embedding a consistent enterprise-wide approach
Improving coordination across overlapping programmes
Surfacing behavioural and organisational risks early
Training customer-facing teams to embed standards into everyday interactions
Equipping teams to position standards not as compliance, but as value
Starting adoption messaging from the outset of the customer journey, not post-implementation
Strengthening capability to handle resistance and reinforce consistent application
Faster, more consistent decision-making (~20–30% improvement)
Clear, visible leadership across regions and functions
Reduced confusion during periods of high change
Improved employee clarity and engagement (~10–20% uplift)
Reduced duplication and conflicting activity
Better alignment across global initiatives
More consistent application of standards across customer interactions
Earlier adoption conversations reduced resistance later in the lifecycle
Increased confidence in handling customer challenge and scrutiny
10–20% fewer late-stage escalations linked to adoption and misalignment
Stronger control over regulatory and data integrity risks
No erosion of internal or external trust during major transformation
Strong alignment between internal change and external brand positioning
Global ERP Transformation to Align Processes, Data and Ways of Working
Leaders equipped to drive enterprise-wide alignment, reducing localised decision-making
Consistent storytelling clarified why standardisation mattered, improving buy-in
Frontline teams trained to adopt and reinforce new processes in day-to-day work
Adoption messaging embedded early, reducing resistance to new systems and ways of working
Transformation delivered without undermining a strong, high-trust culture
Abcam had grown rapidly through acquisition, resulting in fragmented processes, multiple data sources, and siloed ways of working.
A global ERP transformation was launched to create one set of processes and one source of truth across Sales, Finance, Logistics, and Operations.
The challenge was not just implementation.
It was ensuring leaders and teams would adopt and sustain a more standardised way of working, without losing the culture that made the organisation successful.
The Growth Hut ensured the transformation was led, understood, and embedded across the organisation, not just delivered as a system change.
The work focused on four areas:
Equipping leaders to shift from local optimisation to enterprise-wide thinking
Strengthening their ability to lead through change while maintaining operational performance
Supporting leaders to take ownership of adoption within their functions
Translating the rationale for standardisation into clear, practical messages
Helping leaders communicate why change reduced friction rather than added bureaucracy
Creating consistency in messaging across regions and functions
Designing and delivering a structured, global approach to change
Identifying behavioural and operational risks early
Aligning systems, processes, and behaviours to reinforce the future state
Training teams to embed new processes into daily work, not treat them as separate tasks
Reinforcing what “good” looked like in practice across functions
Starting adoption messaging early to reduce resistance to standardisation
Supporting teams to apply new ways of working consistently across regions
Leaders made more consistent, enterprise-level decisions
Reduced tension between global standards and local practices
Greater understanding of why standardisation was necessary
Reduced resistance to new systems and processes
One set of processes adopted across regions and functions
Reduction in duplication and inefficiency
New processes embedded into day-to-day work, not treated as add-ons
More consistent application across teams and geographies
Earlier adoption conversations reduced implementation friction
High engagement levels sustained throughout transformation
No drop in employee confidence despite significant change