Organisational Culture: “Rediscovering Remarkable” at GMHBA

Change is inevitable, but how organisations approach it can shape their future. We look at GMHBA’s recent organisational change. 

At one of our recent Geelong HR Roundtables, we heard from Kate Barlow, Chief People Officer at GMHBA.  Kate shared how the company embarked on its own transformation journey following the challenges of the COVID-19 pandemic. GMHBA recognised the need to redefine its organisational culture, asking the fundamental question: “What do we want to stand for?”

Embracing Core Values

As GMHBA emerged from the pandemic, it sought to reconnect with its roots while adapting to a changing world. The organisation recognised that it had to prove its commitment to core values, rather than just speak about them. The “Rediscover Remarkable” cultural evolution was born, driven by four key pillars:

1. Values-Based – It was essential not only to articulate values but to ensure they were embedded in everyday actions. GMHBA made it clear that these values were the cornerstone of the company’s culture.
2. Person-Centred – Understanding that every individual is unique and complex, GMHBA emphasised a people-first approach, focusing on the needs, growth, and well-being of each team member and its broader community.
3. Bring Out Our Best – GMHBA fostered an environment where employees were encouraged to play to their strengths and bring their best selves to work every day.
4. Social Justice – GMHBA made a commitment to contribute to social causes, building skills and approaches to diversity and inclusion, and creating an environment where all voices were heard.

Connecting with People and Community

The transformation at GMHBA wasn’t just about internal values; it was about creating a sense of connection both within the organisation and with the broader community. To promote humanity and belonging, GMHBA launched various activities to bring employees together, such as shared meals, social events like the “Joy Coffee Roulette,” and family days at their new offices. One standout initiative was the “Meet the Makers” event, where employees got to learn more about the organisation’s broader mission from key leaders in the business, not just their individual divisions.

Additionally, GMHBA worked to re-establish its connection to the Geelong community. Founded 90 years ago by Geelong’s cement workers seeking medical benefits, the company took a hard look at how it could contribute meaningfully today. Through volunteering efforts and cultural education, including learning more about the Wadawurrung First Nations people, GMHBA took steps to integrate more deeply into its community.

Building a Performance-Driven Culture

As part of its cultural shift, GMHBA also focused on driving performance. The company implemented development programs tailored to employees’ career goals, with a special emphasis on mid-management through programs like “Leaders in the Wild.” These initiatives empowered employees to take charge of their growth while ensuring the organisation maintained its high-performance standards.

At every level of the organisation, there was an emphasis on being “remarkable.” Whether through social activities, professional development, or team-building exercises, GMHBA reinforced the idea that every employee has a role in creating a remarkable experience. The company also fostered shared accountability, ensuring that employees held each other to high standards in both performance and cultural alignment.

Key Takeaways

• Values must be lived, not just stated. For GMHBA, the cultural evolution was grounded in living the company’s values through tangible actions.
• People are at the heart of transformation. Whether it’s fostering individual strengths or contributing to social justice, GMHBA prioritised people in every aspect of its transformation.
• Community connection matters. GMHBA’s reinvigorated community ties helped re-establish a sense of purpose and belonging, both internally and externally.
• Performance and culture are intertwined. By investing in employee growth and maintaining high performance standards, GMHBA ensured its cultural shift was both sustainable and impactful.

For GMHBA, culture is not just a buzzword; it is a guiding force that has helped them thrive during a period of transformation. As leaders, they understood that managing change isn’t just about strategy—it’s about embodying and leading cultural change from within.

Thanks for joining us and sharing GMHBA’s transformational journey Kate Barlow.