ARB International Leadership and Culture Transformation Program
Building consistent leadership capability and culture across Australia, New Zealand and Thailand.
Strategic outcome sought
ARB engaged RDL to support a multi year transformation across Australia, New Zealand and Thailand. The organisation recognised the need for stronger strategic direction, consistent leadership capability and a cultural foundation that could sustain growth across three distinct operating environments.
Our process
RDL began with a full diagnostic across all three countries, working closely with the Global Manufacturing and Engineering Director. We explored strengths, capability gaps and cultural nuances influencing performance. A common pattern emerged. Leaders were technically capable and committed, yet many carried excessive operational load, avoided difficult conversations and relied on senior escalation rather than developing intentional ownership at local levels.
RDL designed and implemented a tailored transformation program linking strategic clarity with practical leadership development. This included country specific coaching, executive alignment sessions, cultural uplift workshops and targeted work on behavioural accountability, decision discipline and communication effectiveness.
The approach was adapted to cultural context while maintaining universal expectations of leadership. In Australia, the focus was lifting cross functional collaboration and decision cadence. In New Zealand, the emphasis was building comfort with feedback. In Thailand, the work centred on shifting leaders from passive agreement to proactive ownership and self led problem solving.
Creating legacies
Across each country, leaders developed greater clarity, confidence and consistency. They strengthened accountability, reduced reliance on escalation and became more proactive in identifying and resolving issues. Operational efficiency improved as behaviours shifted from reaction to intentional leadership.
RDL’s ability to hold a consistent leadership standard while respecting cultural nuance created lasting change. Leaders began to model expectations, build capability within their teams and commit to a unified way of working.
The result
The transformation became widely regarded within ARB as a turning point.
Outcomes included:
• A unified leadership rhythm across the region
• Stronger cultural alignment and collaboration
• Faster decision making and increased accountability
• Greater ownership and reduced dependency on senior intervention
The Global Manufacturing and Engineering Director continues to advocate for the program as one of ARB’s most impactful leadership investments. RDL remains a trusted partner, supporting leaders across the business to lift performance, shape culture and build enduring leadership legacies.
