Defining and Elevating Service Culture Through Graphic Recording Dubai

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Following the acquisition of **SPM Oil & Gas by [Caterpillar Inc](https://www.cat.com/en_ZA/by-industry/construction/excavator/wholepackage.html?701az00000ugkqaqaz_gci_ame_2025_hex_whole_package_nov25_701aZ00000UhGugQAF&gad_source=1&gad_campaignid=23517379662&gbraid=0AAAAA9kEWJKBB-pe4TtiMj_628PBhwY08&gclid=EAIaIQobChMIqIuNjaz2kgMVE2dBAh3MaTRNEAAYASAAEgLSq_D_BwE)**., leadership faced a critical question:

How can SPM’s strong Service culture positively influence Caterpillar during integration — while systems, infrastructure, and teams are merging?

Caterpillar had publicly committed to doubling its Machinery, Energy & Transportation (ME&T) services revenue, positioning Services as a strategic growth driver. SPM, known for its urgency, customer-first mindset, and service-led identity, had an opportunity to play a defining role in shaping that ambition.

The session needed to:

• Increase collaboration between teams
• Ensure all voices were heard
• Define what “success in Service” truly means
• Clarify SPM’s current and aspired impact on Caterpillar’s Service culture

Our Approach

**Marker.ae** designed and facilitated a structured ideation session centered on three visual pillars:

1. Current Role Mapping Participants explored where SPM currently sits in relation to Caterpillar — operationally, culturally, and strategically. We visualized:

• How SPM’s Service DNA shows up today
• Where it influences customer retention, repeat business, and referrals
• Where integration friction exists

2. Impact & Aspiration Canvas The group defined:

• The measurable impact SPM is already having
• The high-impact role SPM should play
• What “success in Service” looks like across the combined organization

This reframed SPM not just as an acquired business — but as a potential Service culture exporter.

3. Enablers & Integration Dynamics We captured what must be true for SPM to influence Caterpillar at scale:

• Leadership alignment
• Shared metrics tied to customer retention
• Cultural ambassadors across teams
• Systems integration that preserves urgency and responsiveness

The visual framework made abstract cultural concepts tangible and actionable.

Outcomes & Impact

By the end of the session, the group had:

• A shared definition of Service culture rooted in urgency and customer-first thinking
• Clarity on SPM’s strategic influence within Caterpillar
• Identified enablers required to elevate SPM from operational contributor to cultural driver
• Alignment on how integration can amplify — not dilute — Service excellence

Most importantly, the conversation shifted from “How do we integrate?” to “How do we lead through Service?”

The visual outputs from the session became reference artifacts for leadership discussions around integration strategy and Service growth ambitions.