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What's Next: Corporate Culture

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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.

Veröffentlicht in: Marketing
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What's Next: Corporate Culture

  1. 1. Powered by What’s Next: Corporate Culture
  2. 2. Welcome Batoul Hassoun Managing Director
 Ogilvy Consulting
 Paris Laurie Close Consultant
 Ogilvy Consulting London Claire Gallon Senior Consultant
 Ogilvy Consulting
 Paris
  3. 3. Tell us where you are dialing in from! What’s the weather like in your city?
  4. 4. Do you want this deck? It will be available for download shortly after the webinar on: slideshare.net/socialogilvy And the recording up on facebook.com/OgilvyConsulting
  5. 5. Ogilvy Consulting Ogilvy !5 CORPORATE CULTURE, THE ULTIMATE SOURCE OF VALUE OF COMPANIES IN A CONSTANTLY CHANGING WORLD 
 SEPTEMBER 2019
  6. 6. IN 2018… !6
  7. 7. Ogilvy Consulting !7 A COMMON POINT : They neglected corporate culture in times of change
  8. 8. Ogilvy Consulting “Culture eats strategy for breakfast.” 8 - Peter Drucker
  9. 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. 10. Ogilvy Consulting 10 1. WHATIS « CORPORATE CULTURE »?
  11. 11. Ogilvy Consulting !11 DESIGNINGWORKPLACES DIGITALCULTURE AGILEMANAGEMENT WORKMETHODS DRESSCODES VALUES TEAMCOHESIVENESS ….
  12. 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. 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. 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. 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. 16. Ogilvy Consulting IN2019,WHY FIRMS,MORE THANEVER, HAVETOINVEST INTHEIR CULTURE? 16 2.
  17. 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. 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. !19 THE5SUPERPOWERS OFCORPORATECULTURE
  20. 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. 21. #2DIFFERENTIATINGA COMPANYWHEN EVERYTHINGHASALREADY BEENBENCHMARKED 21 Michel & Augustin. « Les pâtissiers » Citizen Bank. « Citizen bankers » !21
  22. 22. #3EMBODYINGTHE CORPORATESTRATEGY TOBRINGITTOLIFE ONADAILYBASIS Facebook. « The unfinished ceiling » REI. « Opt-ouside » « Challenge Grant » Toyota. « 5 whys » !22
  23. 23. #4REINVENTINGLOYALTY TOLASTINTIMEINAFLUID SYSTEM Disney. « Cast Members Pins » Décathlon. « Team members »  Marriott. « Lifestime free stays for 25 years employees » !23
  24. 24. #5FOSTERINGINDIVIDUAL PASSIONSFORTHEGLOBAL COMPANY’SSUCCESS Zappos. « Deliver wow effect through service » Google. « 20% free time »!24
  25. 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. 26. Ogilvy Consulting 26 3.HOW CORPORATE CULTURECAN BECOMEA STRATEGIC ASSETAGAIN? !26
  27. 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. 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. 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. !30 #4BRINGITTOLIFEALL ALONGTHETALENTJOURNEY
  31. 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. 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. !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. 34. Questions?
  35. 35. Thank you.

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