Background
UNLO Kuwait Group Company is currently exploring new business opportunities by identifying and targeting untapped market segments. As part of this initiative, students will engage in a strategic consulting assignment focused on discovering feasible and sustainable market expansion options for the company. Student teams will work on real-world business challenges provided by UNLO Group, with a focus on developing strategic recommendations grounded in solid research and practical feasibility.
Assignment Structure
Students will be divided into six groups.
Issues will be assigned based on company priorities, and may include (but are not limited to):
Supply Chain Management
Merchandising Strategy
International Expansion
Cultural Diversity Management
Each group will be responsible for the following:
Identify and formulate relevant research questions based on the assigned company issue.
Collect qualitative insights through interviews with key stakeholders (internal in Kuwait or external in GCC).
Analyze available company data provided during the visit and in follow-up communications.
Conduct desk research to gather relevant industry trends, benchmarks, and best practices.
Propose evidence-based recommendations, and assess their:
Organizational impact
Financial implications
Consequences across functional departments (e.g., marketing, operations, HR)
Operational Alignment: How does the lack of a cohesive CDM strategy affect cross-functional collaboration, internal communication, and operational efficiency between the Kuwait HQ and regional GCC offices?
Benchmarking: What are the best practices and success metrics for Cultural Diversity Management utilized by high-performing regional and international companies operating within the GCC?
🛠️ Phase 2: Data Collection and Analysis Strategy
This phase uses multiple methods to gather comprehensive, evidence-based insights.
Shutterstock
1. Qualitative Insights (Interviews)
Stakeholders:
Internal (Kuwait/GCC): HR Director, Senior Managers, Cross-Functional Team Leaders, and a diverse sample of non-managerial employees (focus on different nationalities/cultural backgrounds).
External (GCC): HR consultants with regional expertise, representatives from GCC-based companies known for effective diversity programs, or industry experts specializing in regional labor laws.
Focus Areas: Employee perceptions of fairness, experiences with bias, effectiveness of current communication channels, and barriers to career advancement.
2. Analysis of Available Company Data
Data Types: Employee turnover rates (broken down by nationality/gender), performance review scores (disaggregated by diverse groups), internal promotion statistics, and training participation records.
Analysis Focus: Identify statistical disparities or performance variance tied to demographic factors to pinpoint areas where the practice gap is largest.
3. Desk Research (Industry Benchmarks)
Sources: Academic journals (on organizational behavior in the Middle East), HR industry reports (e.g., McKinsey, Deloitte studies on diversity), case studies of successful global retailers or financial firms in the GCC.
Focus: Determine quantifiable metrics (e.g., diversity targets, ROI of inclusion training) and structural components of a successful CDM framework relevant to the region.
📈 Phase 3: Proposing Evidence-Based Recommendations
Your recommendations must be actionable and directly address the practice gaps identified in Phase 2.
Recommendation 1: Establish a Cultural Intelligence (CQ) Training Program
Description: Mandatory, tiered training for all managers and new hires, focused on the specific cultural nuances of UNLO's GCC markets.
Evidence Basis: Interview data reveals management struggling with cross-cultural communication; Benchmarks show CQ training reduces communication errors.
Recommendation 2: Implement a Structured Mentorship and Sponsorship Program
Description: Pair high-potential employees from underrepresented groups with senior leaders to address observed disparities in promotion rates.
Evidence Basis: Analysis of company data shows low promotion rates for non-Kuwaiti employees; Desk research confirms formal sponsorship programs are vital for inclusion in global firms.
Recommendation 3: Revise Performance Management Metrics for Inclusion
Description: Integrate "Inclusive Leadership" behaviors (e.g., soliciting diverse input, managing conflict constructively) into the core competencies and annual review scores of all people managers.
Evidence Basis: Qualitative insights suggest a lack of accountability for non-inclusive behavior; this recommendation ties diversity management directly to manager performance.
Sample Answer
Phase 1: Identifying & Formulating Research Questions
The primary goal is to understand how UNLO's current policies and practices either support or hinder the successful management of a diverse workforce across the GCC region, and how that impacts business performance.
Core Research Question (The "How"):
How can UNLO Kuwait Group effectively implement a Cultural Diversity Management (CDM) strategy that enhances organizational performance, ensures equitable opportunities, and supports sustainable international expansion within the GCC market?
Supporting Research Questions (The "What"):
Current State Assessment: What are the key demographics, cultural segments, and diversity challenges currently present within UNLO Kuwait Group and its expansion locations across the GCC?
Impact on Employee Experience: How do current HRM practices (e.g., recruitment, training, performance management) support inclusion, and how does the perception of inclusion impact employee engagement and retention among diverse groups?
Leadership and Training: What are the perceived competencies of current managers in leading diverse teams, and what specific training programs (e.g., cultural intelligence, unconscious bias) are needed to bridge management skills gaps?