1 In what ways did HSBC Argentina draw on cultural mechanisms in their programme to introduce change? HSBC held a 100-

day development programme to transform the attitudes and approaches of its 6,000 employees. From board members to security personnel, all HSBC Argentina employees gathered in Buenos Aires or tuned in via satellite video conference to take part in the introductory training session. The initial session was followed by 99 days of intensive development and application of leadership principles (Pollitt, 2010).

The company introduced a web-

enabled platform to manage and structure the 99‑day leadership programme in which employees were given the opportunity to individualise their journey and identify areas for continued improvement and skills they wanted to cultivate. The programme facilitated a process in which employees were encouraged to

‘unpack’ current situations and reflect on how these presented opportunities for ‘leadership actions’. Javier Bajer, of the Talent Foundation, which teamed up with HSBC to deliver