A government agency outsourced operations and revenue collection to a private company. It became clear that parties on both sides had experienced frustration with the “way things are.” Executives in both organizations came to realize that the different cultures of the two organizations had interfered with optimal performance. Both parties wanted to ensure the future relationship would be a model for privatization contracts across North America. A cultural audit would provide the data, analysis and recommendations to help employees of both organizations understand the other, and achieve high performance standards.
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