Tamra Chandler, managing vice president of global solutions and people at Hitachi Consulting, started her professional life as an engineer at Boeing, but when she got to consulting she quickly was attracted to the people side of the business. For a people person like Chandler, Dallas-based Hitachi Consulting, a product of six consulting firms merged together, offered an irresistible challenge of building a unified culture. "Here were a bunch of great people who came from different places. I saw this as a great opportunity," she says. Chandler's job title, admittedly, is somewhat schizophrenic. "I have one foot in internal operations and one in external operations. Basically, I'm our chief people officer. I set people strategies," she says. The internal part directly involves the firm's culture and operating style. The external part "helps define the way we go to market. I work with our national and global leaders to build out our service offerings," she continues. Yet, she still finds time to do client work. Chandler is the officer in charge of Hitachi's Starbuck's and Safeco engagements.
Outside of business, Chandler's top priority is being a mom. "I have two busy children, ages 11 and 7. All extra energy I have goes into that," she says. To balance her professional and personal life, she relies on her husband, a professional musician who works at night. "I work very hard to protect my family time. I'm famous for long vacations," she adds, where there is no PC, laptop, e-mail or phone calls.
Chandler's corporate culture efforts may be her most intriguing work. "First we had to figure out what our culture is. You can't build a culture overnight, and there is not one dial you can turn to switch it on," she says. Rather, the culture comes from "the experience you provide your people. It results from many moments of truth," Chandler explains. Each person's every encounter with the organization presents a moment of truth that defines the culture.
She is now part of Hitachi's five-person global consulting committee. Although her culture efforts are credited with improving both employee retention and client satisfaction, it is not something she was hired to do. At one point, a top executive asked her who suggested she start the culture initiative. Her reply: "Nobody. It just needed to be done."
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