With benefits such as employee loyalty, job satisfaction and higher productivity, many believe that a distinct corporate culture is the key to the success of any business. For many organisations, their desired culture is defined by articulating a purpose, vision and values. However, research shows that only one in four employees strongly believe in their company’s values, and less than half know what their employer stands for. This short webinar will provide insight on using communication to cultivate a distinct corporate culture, as well as tools and concrete action points that will instill a sense of belonging among employees, helping to boost job satisfaction, productivity and engagement in your organisation.

1. 1

2. 5
CULTURE IS WHAT WE …
… ARE
People
… HAVE
Context
… DO
Behaviour
CULTURE
• Habits and actions
• Heritage
• Stories
• Processes
• Structures
• Artefacts
• Physical environment
• Rules
• Incentives
• Purpose and values
• Conversations
• Norms
• Logics
• Rituals
• Relations
Cultural characteristics
can be evident in …

3. CULTURE
EATS
STRATEGY
FOR
BREAKFAST
- Peter Drucker
65%
Say culture is more important
to performance than an
organisation’s strategy or
operating model.
Q: To what extent do you agree with the following statement? In general, culture is
more important to performance than an organisation’s strategy or operating model.
Base: Global respondents 1,204
Source: Katzenbach Center Global Culture Survey 2018.

4. 7
Leaders are pointing to the company’s values as the
decision-making compass to steer through the crisis
Inspired by BrightHouse Ellipse
Are we
here?
PURPOSE CULTURE VALUES STRATEGY TACTICS
Do we
believe in?
Are we going
to win?
Timeless truth Timely acts
believes in their company’s
values.
1 OUT OF 4
- Gallup (2019) “The Future of Your
Workplace Depends on Your Purpose”

5. 8
What are the greatest challenges about working
with the corporate culture in your organisation?
It is not communicated in a
clear and appealing way.
Too many failed
attempts.
It is not lived in the
organisation.
It is difficult to
define.
Lack of leadership,
attention and
ownership.
Lack of prioritisation
and resources.
POLL
8

6. 9
Leaders think their culture is strong,
but employees disagree
63% 41%
C-suite and board Employees
Q: What we say about culture is consistent with how people act. Base: Global respondents 1,204.
Source: Katzenbach Center Global Culture Survey 2018.
Leaders have culture on their agenda,
but their people don’t see it
71% 48%
C-suite and board Employees
Q: Culture is an important senior leadership agenda item – respondents who answered “strongly agree”
or “agree”. Base: Global respondents 1,204. Source: Katzenbach Center Global Culture Survey 2018.
What is the problem with
corporate cultures
today from a
communication
perspective?

7. 10
The possible reasons behind these numbers
Not sufficiently
articulated
Not expressed in
an aspirational
way
Not getting the
focus it deserves
Not embedded in
the organisation

8. Culture is the ecosystem that connects a
company and its employees in a mutual
beneficial relationship
Purpose and strategic
goals of the organisation
Purpose and
motivation of
employees
Talk and action
Talk and action
Talk and action
Talk and action

9. 12
4 STEPS TO COMMUNICATE
YOUR CORPORTATE CULTURE
1.
Gain cultural
insights
2.
Articulate
culture
4.
Embed into
infrastructure
3.
Activate in
organisation

10. 13
INVESTIGATE
YOUR TIMELESS
TRUTHS
The fruits are in the roots
Investigate what's already there, your
timeless truths, through various types of
research looking at “As Is” and “As Was”.
Dream ahead
Investigate the vision, strategic direction
and desires for the future. What culture
do we wish to cultivate? What is the
desired “To Be”?
HERITAGE PRESENT FUTURE
Heritage
INSIGHTS
METHODS
Processes
Structures
Artefacts
Physical environment
Rules
Incentives
Purpose and values
Conversations
Norms
Logics
Relations
Habits and actions
Stories
Rituals
• Desk research
• Stakeholder interviews
• Expert challengers

11. 14
ARTICULATE
YOUR BEACONS
1. Corporate core story (purpose)
• Why (purpose, reason why we exist)
• What (what we believe in and do)
• How (how we deliver value)
Connect past, present and future
To articulate your culture in a way that is
authentic and credible to your employees,
you must find a good balance of what we
have always been, what we are and what
we strive to be.
Focus on people, emotions and behaviour
We need to feel that what we do is the right
thing to do.
Select the critical few
Keep it simple and be selective. What are
the critical elements of our culture? What
do we want to shed a light on?
2. Values (behavioural)
… aspirational
… actionable
… achievable
A STARTING POINT

12. 15

13. 16

14. 17

15. 18
BRING IT
TO LIFE
Make leaders the cultural spearheads
Reinforce the cultural characteristics by
having leaders use the articulations across
key touchpoints within the organisation.
Communicate your heart out
Make your cultural characteristics
constantly present through
communication campaigns and artefacts.

16. 19
Employee
journey
Engagement RecognitionManagement
Onboarding DevelopmentAttraction
Retirement
Integrate into the employees’ experience
Think about how to make your cultural
characteristics shine through all touchpoints
of the employee journey.
Build a supportive infrastructure
Ensure a sustainable living culture by
setting up supportive structures, KPIs
and processes.
BUILD IT INTO
THE VERY FABRIC
OF YOUR
ORGANISATION

17. 20
4 STEPS TO COMMUNICATE
YOUR CORPORTATE CULTURE
1.
Gain cultural
insights
2.
Articulate
culture
4.
Embed into
infrastructure
3.
Activate in
organisation

18. 21
Implementconsultinggroup.com/clearcommunication