Fast growth, mergers and acquisitions, diversification… when an organisation is at a turning point, its corporate culture is often harmed. This webinar helps leaders and companies give meaning to their transformation and make their corporate culture a change accelerator, instead of an obstacle.

1. Powered by
What’s Next:
Corporate
Culture

2. Welcome
Batoul Hassoun
Managing Director
Ogilvy Consulting
Paris
Laurie Close
Consultant
Ogilvy Consulting
London
Claire Gallon
Senior Consultant
Ogilvy Consulting
Paris

3. Tell us
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are dialing
in from!
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4. Do you
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deck?
It will be available for download
shortly after the webinar on:
slideshare.net/socialogilvy
And the recording up on
facebook.com/OgilvyConsulting

5. Ogilvy
Consulting
Ogilvy
!5
CORPORATE CULTURE, THE
ULTIMATE SOURCE OF VALUE OF
COMPANIES IN A CONSTANTLY
CHANGING WORLD
SEPTEMBER 2019

6. IN 2018…
!6

7. Ogilvy Consulting !7
A COMMON POINT :
They neglected corporate
culture in times of change

8. Ogilvy Consulting
“Culture eats
strategy
for breakfast.”
8
- Peter Drucker

9. Of transformation projects fail because
of the human and company management
80%
Of CEOs mention corporate culture and
internal commitment as one of their
most important challenges in the future,
even ahead of their digital
transformation
87%
!9
TRANSFORMING
ORGANIZATIONSISIMPOSSIBLE
IFDONEAGAINST
CORPORATECULTURE
Les Echos, 2017
Deloitte University Press Study, 2015

10. Ogilvy Consulting 10
1. WHATIS
« CORPORATE
CULTURE »?

11. Ogilvy Consulting !11
DESIGNINGWORKPLACES
DIGITALCULTURE
AGILEMANAGEMENT
WORKMETHODS
DRESSCODES
VALUES
TEAMCOHESIVENESS
….

12. Ogilvy Consulting
« This whole integrated and traditional set
of ways of acting, thinking and feeling
which gives its nature to the social group.»
Robert Redfield
Anthropologist at the University of Chicago, 1963
!12
ORIGINALLY,« CULTURE »
ISANANTHROPOLOGICAL
CONCEPTREFERRINGTO
THECHARACTERISTICS
OFACOMMUNITY

13. Philippe Descola, successor of Claude Levi-Strauss
in the Collège de France
ITBECAMEAPOLITICAL
TOOLUSEDTOENHANCE
UNITYAMONG
EMERGINGNATIONS
Ogilvy Consulting !13
« In the XIXth century, the question of the
« national unity » concerns every part of
Germany. German-speaking intellectuals use
the notion of « kultur » to define what would
be the melting-pot of a future German
nation, to give a meaning to its existence as
a country. »

14. Eric Godelier, Historian, Does corporate culture brings
durability or inertia?, 2009
&AWAYFORTHEFIRMSTO
ABSORBTHEMAINSOCIETAL
TRANSFORMATIONS
Ogilvy Consulting !14
Following the crisis, company management was
inspired by sport competitions, evaluation criteria
to mobilize its team (captain, leaders, champions).
« Family »
1910
-
1960
1970
-
1980
1980
-
2000
« Home »
« The Sport Team »
« The Social Community »
1830
-
1880
« Corporate leaders quickly integrated the
concept of culture under various metaphors
to legitimate the company’s project. »
The father figure who protects his employees and
conveys strong values (family, respect, hierarchy,
religion) in the context of the industrial revolution.
At the end of World War I, companies transformed
themselves into « homes » expressing their
difference through their commodities (products,
brands, technologies…).
Inspired by the management style and values of
Japanese or American groups which seem to
better resist changing economical cycles,
European companies see themselves as
communities sharing specific values.

15. Ogilvy Consulting !15
A MULTI-FACETED CONCEPT :
Corporate Culture is a combination of
traditions, values, norms, taboos, and shared
beliefs which determine the way employees think,
behave and interact with each other.

16. Ogilvy Consulting
IN2019,WHY
FIRMS,MORE
THANEVER,
HAVETOINVEST
INTHEIR
CULTURE?
16
2.

17. Ogilvy Consulting !17
IN2019,
55%OFWORKERSWORLDWIDECONSIDER
LEAVINGTHEIREMPLOYER.
INFRANCE,THEAVERAGETURN-OVERHAS
INCREASEDBY15,1%SINCE2017.
54%OFCANDIDATESCONSIDERTHE
PURPOSEOFAJOBBEFORETHEIRINCOME
WHENCHOOSINGANEMPLOYER.
86%OFMILLENNIALSWOULDNOTHESITATE
TOLEAVETHEIRJOBIFTHEIRVALUESDID
NOTMATCHTHEIREMPLOYER’SONES.
87%OFSTUDENTSDONOTSEETHEMSELVES
WORKINGINATRADITIONALOFFICE.
ANDTOMORROW….
IN2020,
40%OFWORKERSWILLBE
« FLEXIBLEWORKERS»
IN2030,
80%OFWORKERSWILLBE
FREELANCERS
Quartz, 2019
Deloitte, 2016

18. Ogilvy Consulting !18
The company is no longer a closed system, but has opened up.
The collaborators have a different status
and picture themselves as passengers.
THE WORLD OF WORK HAS CHANGED :

19. !19
THE5SUPERPOWERS
OFCORPORATECULTURE

20. #1GIVINGAPURPOSETO
COMPANIESTRANSFORMATION
20
IBM. From computing to thinking
Netflix. From DVDs to Silicon Valley to Hollywood
Nestlé. From food to nutrition infant
!20

21. #2DIFFERENTIATINGA
COMPANYWHEN
EVERYTHINGHASALREADY
BEENBENCHMARKED
21
Michel & Augustin. « Les pâtissiers »
Citizen Bank. « Citizen bankers »
!21

22. #3EMBODYINGTHE
CORPORATESTRATEGY
TOBRINGITTOLIFE
ONADAILYBASIS
Facebook. « The unfinished ceiling »
REI. « Opt-ouside » « Challenge Grant »
Toyota. « 5 whys »
!22

23. #4REINVENTINGLOYALTY
TOLASTINTIMEINAFLUID
SYSTEM
Disney. « Cast Members Pins »
Décathlon. « Team members »
Marriott. « Lifestime free stays
for 25 years employees »
!23

24. #5FOSTERINGINDIVIDUAL
PASSIONSFORTHEGLOBAL
COMPANY’SSUCCESS
Zappos. « Deliver wow effect through service »
Google. « 20% free time »!24

25. !25
COMPANIESTHATWILL
CONSIDERCULTUREAS
AGENUINESOURCEOF
VALUEWILLPROBABLY
ACCELERATETHEIR
TRANSFORMATION
FASTERTHANTHEIR
COMPETITORSAND
REMAINCONSISTENT
WHENEVERYTHING
AROUNDWOULDHAVE
BEENTRANSFORMED
…
Journal of Organizational Behavior, Avril 2015
Clients
+ 30% of
satisfaction
Shareholders
+ 20% of growth
+ 65% of stock
values
Citizens
+ 60% of
perceived positive
footprint
Employees
+ 40% of commitment
+ 15% of productivity
- 26% of turn-over

26. Ogilvy Consulting 26
3.HOW
CORPORATE
CULTURECAN
BECOMEA
STRATEGIC
ASSETAGAIN?
!26

27. #1ALIGNINGTHECORPORATE
STRATEGY,THEBRANDANDTHE
HUMANRESOURCES
Corporate
Strategy
Brand
Employee
Promise
Corporate strategy : « Making sports accessible for everyone »
Brand promise : « Sports for all - all for sports »
Employee promise : « Active careers for active people »
(N°1 Best Place to Work in France)
!27

28. #2CONDUCTINGAN
INTROSPECTIONTOMAPTHE
CULTUREDRIVERS
28
What are the key
characteristics of our way of
working, talking, competing
against our competitors?
BEHAVIORS
BELIEFS
Which convictions
to succeed or survive
do we share?
HISTORY & HEROES
How do we tell our corporate
story? Which key figures
impacted our history?
Which are the formal
and informal rules guiding
our behaviors ?
What would be the reasons
of our disappearance?
NORMS AND TABOOS
!28

29. 29
BEHAVIORS
BELIEFS HISTORY AND HEROES
NORMS & TABOOS
#3EMBODYINGAND
SHARINGCORPORATE
CULTURE
Stories, even legends,
which tell the epics of
the heroes and/or the
moments of truth of the
company
MYTHS
RITUALS
Practices, actions, shared
celebrations which label the
company and remain
unchanged.
Principles from which
the company evolves in
its sector, and from
which its key actors take
decisions.
VALUES
SYMBOLS
Tangible signs representing an
idea, an attribute of the
corporate culture and/or
creating a sense of belonging.
!29

30. !30
#4BRINGITTOLIFEALL
ALONGTHETALENTJOURNEY

31. Ogilvy Consulting 31
« Even though a global consistency is tangible in a collective action, people
belonging to a group still have margins inside of the frame and the established rules
(…). The members of a company can follow the rules or the values in a normal or
staggered way besides the common sense. They may also defy them. Hence,
culture is permanently reinterpreted by the members of a social group. In that
sense, its repeating actions allow it to play very progressively on the shape and the
content of the play. »
- Robert Merton

32. Benchmark Uniqueness
A speech An introspection
Fixed hours Rituals
Offices Symbols
Tasks Values
Moments of truth Myths
An employment contract A shared vision
From To

33. !33
SOMEREFERENCES
Louvre Hotels Group : How to accelerate cultural change after the company’s buyout by Chinese investors and
make its employer brand evolve from a small player into a global leader ?
Shiseido Group EMEA : How to encourage cohesion internally and attract new talents within a company that
emerged as a result of an M&A in order to achieve strong ambitions by 2020 ?
Bulgari Watches & Perfumes : How to attract talents within the watches and perfumes departments in
Switzerland when the Italian brand is mostly known for jewelry ?
Ardian : How to formalize the corporate culture that made the company success in the past twenty years, to
accompany its growth for the coming years ?
Davigel : How to encourage employee engagement in order to achieve growth again ?
Le Groupe La Poste : How to help the french postal service to legitimate its usage of data to benefit from this
business opportunity? How to engage postmen to embody the new strategy ?

34. Questions?

35. Thank you.