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transformation. Ultimately, we needed to better align with company-wide priorities. To achieve this, we aimed to create a “glocal” team that could effectively operate on global and local levels in support of business growth. How did this translate into practical team changes? Three principles guided the evolution of our team. First, we had to clarify remits in our team and ensure we had a structure that aligned with Rio Tinto’s business priorities. Second, we needed to build capabilities and dedicated resources to help us be fit for the future.
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