ABSTRACT
In this part of the book, the insights gained on inclusivity are applied to various cultural settings and nationalities. Implications for leaders in the private and public sector are explored. This chapter presents five short organizational stories of transformation in mining institutions in Australia, Peru, South Africa, China and the Philippines. The Benchmark of Engagement (BeQ) philosophy was used in all the cases to describe the national dynamics and human niche differences and how these differences impact on the organizational psyche. Various cultural dynamics are compared, and the implications of style in the transformation process are explored. The comparative measurement of sustainable organizational transformation is discussed. The Effecting part of the GENE model is the focus here.
