Tom Pedersen, the newly appointed chief training (CLO) of Shinsei Bank in Japan, considering how it can contribute to the development of an integrated culture and the transformation of the organization. Shinsei Bank had not developed a long tradition and a strong corporate culture. The bank, which consists of professionals with extremely diverse backgrounds, had to develop a comprehensive organizational culture. Pedersen only introduce a new performance evaluation program for 17 senior managers. It was the first time they were measured against competencies in line with the corporate vision and values revised in late 2005. He believes that the assessment of the program is crucial for penetrating vision and values around the bank, and would like to expand the program to more workers in the next year. Pedersen wondered how it should enhance the evaluation, and if it was the right process to influence the culture of the bank? He also asked what other measures can be effective to get employees from different backgrounds to work together. How could he create an organization of training on Shinsei Bank? "Hide
by Thomas J. DeLong Source: Harvard Business School 20 pages. Publication Date: September 05, 2006. Prod. #: 407006-PDF-ENG
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