Marietta L. Baba, Ph.D., MBA
Selected Research and Consulting Engagements
Norwegian Research Council/Norwegian University of Science and Technology (2009)
— Member of a project team studying the subjective and personal experiences of global
work migrants moving across geographical boundaries in different European countries;
special emphasis on new institutional forces influencing individual and group
University of California, Irvine/National Science Foundation (2008) — External
Evaluator, UCI NSF ADVANCE Program: Conducted assessment and wrote report for
seven-year ADVANCE program at UCI, integrating all qualitative and quantitative data
prepared for this project, and including original on-campus interviews with faculty, staff,
DuPont/TNS (2007) — Member of a qualitative research team analyzing photographic
and on-line chat board data from customers related to meal preparation, kitchens, and
cookware for insights into consumers' points of view and new research methods.
Herman Miller (2006) – Providing cultural insights and design recommendations for
new seating artifacts intended for Asian markets.
IBM Almaden Research Institute (2005 - present) – Studying the rise of services
research within IBM’s Research Division, and the evolution of IBM’s Services Sciences
Management and Engineering strategy.
General Motors Lansing Grand River Assembly Plant (2002 – present) – Leading a
team of anthropologists studying cultural dynamics of GM’s first globally standardized
U. S. Army Materiel Command (2003-2005) -- Government advisor for Army Materiel
Command’s Logistics Modernization Program, with focus on management of human,
organizational and cultural factors in implementation of SAP R/3 Enterprise Resource
Pharmacia (2001) – Led team studying the diversity of women’s responses to
menopause across four American cultural groups (African-American, Asian-American,
Caucasian, and Hispanic-American). Represented Pharmacia in media relations.
Motor Coach Industries International (2000) – Led team conducting postacquisition
cultural assessment of five firms based in Canada, Mexico, and the United States.
Developed strategies for cultural alignment and integration of legacy cultures around
corporate business goals and initiatives.
McKinsey & Company (1999-2000) – Anthropologist on War for Technical Talent
Team. Responsible for ethnographic research in work groups at Texas Instruments and
American Express to identify cultural factors that influence recruitment and retention of
technical professionals, and to recommend approaches for their attraction and retention.
Motorola (1998 - present) – Appointed to Motorola’s Global Advisory Board of
Anthropologists. Conducted ethnographic study of meeting etiquette related to corporate
culture change initiative.
Procter & Gamble (1997-99) – Anthropologist on Global Organizational Excellence
Team responsible for capture of tacit knowledge related to successful transformation and
learning in business units worldwide. Investigation focused on mergers and acquisitions,
virtual teaming, category management, and other major aspects of business operations in
Argentina, Austria, Germany, Portugal, Switzerland, and the United States.
American Axle & Manufacturing (1997) – Consultant to the Chief Information Officer
and Operating Committee, responsible for identifying human and cultural factors
impacting implementation of an ERPII system in five manufacturing plants, and for
customizing the change management process.
Porter/Novelli Public Relations (1996-97) – Led a five-person ethnographic research
team studying the influence of local cultures on diet, nutrition, and weight control in five
major American cities. Provided data to support a public education campaign conducted
by the National Coalition on Weight Risk Education.
US Army (1996-97) – Anthropologist on a consulting team charged with redesigning the
U.S. Army’s strategic planning process. Responsible for direct observation of behavior at
strategic planning meetings, coaching/feedback regarding the planning process, and
development and implementation of a methodology to manage human and cultural
factors involved in the change process.
Detroit Police Department (1996-97) – Member of a Precinct-based reengineering team
focused on reducing the response time of patrol units to Priority One calls. Uncovered
work practices and beliefs that influence response time, and recommending strategies for
General Motors-United Automobile Workers Joint Center for Human Resources
(1995-96) -- Conducted a cultural assessment of customer satisfaction with the GM-
UAW Joint Center for Human Resources, and recommended improvements.
Ford Motor Company (1995-96) -- Supervised research on cultural diversity among Ford
automobile dealerships, and training implications.
US Department of Energy (1994 - 1996) -- Consultant on a major Technology
Reinvestment Project, with responsibility for cultural assessment of new information
technologies being deployed in Michigan small businesses.
Whirlpool Corporation (1994) – Studied the evolution of the American home with
emphasis on the architecture of the kitchen. Developed recommendations for design of
new kitchen appliances. Represented Whirlpool in marketing and public relations events.
Ford Motor Company (1992-97) -- Member of multi-disciplinary team modeling the
socio-technical system of new product development at Ford, toward the goal of
simulating the timing and quality outcomes of cross-functional teams.
United States Air Force (1992-94) -- Principal Investigator on Phase I and Senior
Technical Advisor on Phase II SBIR Programs to identify human and cultural factors
affecting implementation of CALS technology at Wright-Patterson Air Force Base.
Upjohn Corporation (1992-93) -- Led a five-person team that studied the crosscultural
significance of hair and hair loss in diverse American subcultures. Represented Upjohn
as media spokesperson in national media tour to publicize results of the research.
McKinsey & Company (1991) -- Member of a team that derived a theory of globalization
from the principles of cultural materialism, and projected the impact of globalization on
multinational corporations and markets.
General Motors Corporation/Electronic Data Systems (1990-1994) – Team leader for a
multi-disciplinary group of researchers studying the cultural impact of new technology
deployment at General Motors. The team observed new technology deployment in 11
work groups, including design, engineering, and manufacturing groups. Based on this
research, the team designed diagnostic tools and strategies to facilitate technology
General Motors Overseas Operations/Motors Trading Corporation (1984-1986) Studied
issues related to expatriate return to the US, and made recommendations to enhance
retention of repatriating executives.