Mary: 100% – I completely agree with what you’ve said. I’m fascinated to understand how you’re bringing that internal culture to life as well as your external culture. I joined TAKUMI just over a year ago, just before the pandemic started, and I’ve made a lot of changes in the last 12 months. That internal culture is completely essential to our success, in my view, and how we express ourselves externally.
Norman: You are 100% correct that culture is so critical, people are so critical. I said earlier that transformation through the lenses of people, of employees is so important ultimately to what we’re doing. And at Acoustic, I’ve been working diligently across the company on this very issue because many of our employees came over from IBM as part of the initial transaction and many employees have joined since. We have been attempting to create a culture that was and is uniquely Acoustic, that respects the history of the people, some of who came from IBM. There’s a long history there and we want to be respectful of that, but we also want to be able to form something that is reflective of who we are and what we’re doing right now. I’ve been very fortunate in the time I’ve been there to have partnered with our head of HR, who’s exceptionally experienced at people issues + transformation. We have worked to empower as much of the organization as possible to start to form the values that make up Acoustic, and doing that not just through the standard “here’s our values” but also through the behaviors that we want people to demonstrate.
Our head of HR, Rose and I have started running regular Zoom calls for all of our employees, and not making it so much a presentation but a discussion. Using that as a vehicle to let voices be heard. It’s not been without some challenges, and we’re still in that transformation. But over the past 2 years, the strategy and how we are going to be successful has changed from the original plan. That’s very common in this type of business situation.