ABSTRACT
In 2010, Auckland City amalgamated one regional council and seven territorial authorities with vastly different cultures and purposes to become a single 'super city'. The new organization reflected the ethnic diversity of Auckland with over 200 staff from nationalities across the globe. Staff engagement was one measure used to determine the success of the project. In February 2013, employee engagement was 63% prior to the start of the Kaiarahi project. In 2013, two coaches in New Zealand began the Kaiarahi Journey. Fundamental to the brief was that the organization would use its own guidance from within to create an authentic, organic and aspirational culture representing its own people, generated by its own people. The aim is to evolve the Kaiarahi approach to give meaning to a shift to Kotahitanga, meaning 'collective action'. Kotahitanga is about going beyond working together internally with united values.
