1. Culture Change at Straumann
Our Culture Journey
Guy Kempfert, Global Head People and Organizational Development
HWZ, Humble Leadership Conference
May 23, 2017

2. Straumann in a nutshell
 A global leader in replacement & restorative dentistry
and biomaterials
 Straumann Group dental solutions available in more
than 100 countries
 Headquartered in Basel, Switzerland
 Founded as a family owned research institute in 1954
 4000 employees from ~50 nations
2

3. Cultural Journey: What is it and why
are we embarking on it?

4. 4

5. 5
What is Culture?

6. 6
There is an indelible link between culture and strategy

7. Why do we embark on the cultural journey?
Footnote
 To build a sustainable High Performing Organization through a
Player & Learner Mindset! (Kofmann)
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8. Impact
Footnote
 A strong culture enhances:
 Motivation
 Engagement
 Retention and attraction
 Well-being
 Collaboration
 Trust
 Productivity
 Innovation
 High performance
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9. Footnote9
How do we measure our culture and the progress of our journey?

10. Transforming a culture requires work across 3
critical dimensions
Footnote10
Vision and purpose
Strategies
Structure
Processes
Policies
Rituals
Artefacts
self awareness
behaviors
mindset
mental models
self actualization
collaboration
trust
shared values
communication
meetings

11. Typischer Verlauf einer Kulturveränderung
Footnote11

12. So what have we done so far?
Footnote
 Started with our top management top down
 CEO as sponsor
 Measurement of our current culture
 Team Workshops to discuss results of measurement
 Culture Change Champions as bottom up approach
 Workshops for people to reflect and change their behavior
 Steering Board und Roadmap
 Communication
Role Modelling
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13. Roles of a Change Champion
Footnote
1. Act as a role model for the cultural journey
2. Foster the change in one’s area of responsibility
3. Engage in cultural activities
4. Tell the story in an inspiring and compelling way
5. Use the language
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14. 14
 Objective
 The global community of CCCs works as a Community of Practice (CoP) to
 Accelerate, scale and sustain our Culture Journey globally to support
Straumann become a sustainably High Performing Organization
Global Community of Culture Change Champions

15. 15
Core
team
CCC HQ
CCC LATAM
CCC
APAC
CCC Emerging
MarketsCCC NAM
CCC Europe
Global Community of Practice
Structure

16. Community of Practice
Responsibilities of the core team
Footnote
 Align efforts between CCC-communities
 Leverage the global initiatives
 Share data of cultural initiatives
 Organise learning events for CCCs to enhance a constructive culture, i.e.
«difficult conversations»,«storytelling» or «coaching»
 Organise (virtual) best-practice sharing meetings
 Communicate development/progress of the cultural journey
 Act as a focal point for the network, both internally and for those outside
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17. Footnote17
Grass doesn’t grow
faster if you pull it..