A new managerial appointment to cover Asia for an international bank threatened to destabilise a local team who had worked together for many years, but who were failing to meet growth targets. The new manager believed he had cultural issues to deal with. By applying the learning from the LCS, the team was able to identify that the cultural issues were relatively superficial, and that success was going to be dependent on a deeper appreciation of the development of dialogue within the team and with the new manager.