1) When Accenture Interactive acquired design consultancy Fjord in 2013, they faced the challenge of integrating two vastly different cultures - Fjord's creative and collaborative culture versus Accenture's large-scale technology and business consulting culture.
2) Rather than trying to merge the two cultures into one, the companies focused on establishing a shared vision of putting people first and collaborating to solve client problems.
3) They found success by protecting what made each culture unique, like Fjord's open studio spaces, while also sharing strengths and learning from one another through joint client projects. The companies embraced having a "culture of cultures" rather than forcing conformity.
Colin Budd (Speaker) Global Design Strategist, IBM
Building a sustainable, scalable, and successful design practice is no easy feat. In this talk, learn the real techniques, tricks, and best-in-class methods for forming a true design practice that organically grows and transforms your business. Anecdotes and insights from in-field learnings that helped countless companies (from startups to Fortune 500s) build and grow their own sustainable design cultures will ensure that everyone - no matter their role/industry/team/company or perceived barriers - is able to bring the same transformative practices into their own worlds. You may have to cheat, borrow, steal, but that's all part of the game!
Pello Talk on Diversity & Unconscious BiasWeArePello
In addition to helping creative businesses successfully invest in their people to survive and thrive; Pello's goal is to partner with our clients to raise awareness around unconscious bias and its implications on business and people so we can help create a more diverse, successful and sustainable creative industry.
Corporate Coworking - Leveraging Coworking to Increase Innovation in your Company.
Corporate coworking is the application of the principles of the global
coworking movement in corporate environments. In building communities
grounded in trust, openness, autonomy, and creativity, coworking spaces
have become some of the most innovative work environments in the world!
Through our proprietary program, OpenWork delivers the coworking
experience to companies seeking to ‘open up their cultural operating system’
to become more creative and innovative
Colin Budd (Speaker) Global Design Strategist, IBM
Building a sustainable, scalable, and successful design practice is no easy feat. In this talk, learn the real techniques, tricks, and best-in-class methods for forming a true design practice that organically grows and transforms your business. Anecdotes and insights from in-field learnings that helped countless companies (from startups to Fortune 500s) build and grow their own sustainable design cultures will ensure that everyone - no matter their role/industry/team/company or perceived barriers - is able to bring the same transformative practices into their own worlds. You may have to cheat, borrow, steal, but that's all part of the game!
Pello Talk on Diversity & Unconscious BiasWeArePello
In addition to helping creative businesses successfully invest in their people to survive and thrive; Pello's goal is to partner with our clients to raise awareness around unconscious bias and its implications on business and people so we can help create a more diverse, successful and sustainable creative industry.
Corporate Coworking - Leveraging Coworking to Increase Innovation in your Company.
Corporate coworking is the application of the principles of the global
coworking movement in corporate environments. In building communities
grounded in trust, openness, autonomy, and creativity, coworking spaces
have become some of the most innovative work environments in the world!
Through our proprietary program, OpenWork delivers the coworking
experience to companies seeking to ‘open up their cultural operating system’
to become more creative and innovative
The Design Management series 6/7 : How design relates to your corporate strategy .
Choose Design competitive advantage .
External "design value you can see " in your marketing and R&D strategy ?
or Internal "design value you can't see " design as a core competency based on designers skills and changing your company 's Knowledge Capital ?
We are proud to announce our twenty-first Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Design Management is about linking
" Good Design " &
" Excellence in Management "
So what are the challenges of successful management ? Look into the best thinkers in management pertinent for DM and share .Post 3 /7
If you missed the previous posts
send us an email bbm@designence.com
we shall send them to you with pleasure .
Sharing in our series 5/7 : The two forces of Design Leadership (DT ) and Design Management ( Follett theory " power WITH " vs power OVER ) and their convergence . Aesthetics in organization theory . ROI of investing in Design .
Human-centred design (HCD) is sweeping business because of the way it profoundly reconfigures how companies develop strategy, solve their most pressing problems and successfully compete in an era of constant change.
But is there any hard evidence that HCD has a measurable impact?
There is. Design Management Institute found that S&P 500 companies who use HCD outperform their competitors by 211 percent. Forrester Research found that organizations with sophisticated HCD capabilities can deliver an ROI of 85% or greater on their innovation initiatives.
Join Tom Merrill, Master Facilitator at ExperiencePoint, for a 45-minute webinar to learn:
The foundations of HCD and how the approach can be used across an organization to drive customer-centricity, innovation and people-led transformation
The fundamental steps required to build a design-led organization, including how to sell HCD internally
How innovative companies are using HCD as a competitive advantage to drive record growth and success
The potential barriers to innovation and how to overcome them
An approach to measure the overall impact of HCD in practice
IIDEX 2013
Abstract: This presentation aims to put strategic design into perspective as a new culture of decision-making. Design strategy is about creating roadmaps and brand experiences that are transcendent and resilient. It is about processes that embark on social engagement as a catalyst for systemic organizational change. It is about systems of products and services that are strategically innovative and holistic. Design strategy is about a mindset, a way of thinking and a set of tools that help businesses, organizations and institutions realize what it is that they should be doing next, how they can do it, and most importantly, why they should be doing it in the first place.
Online Co-Creation to Accelerate Marketing & Innovationeÿeka
Online Co-creation to Accelerate Marketing and Innovation, a whitepaper written by eYeka with renown experts in the field of marketing and innovation.
Download this document (as well as other whitepapers and case studies) for free at http://en.eyeka.net/our-works
Curious about our what it’s like to be part of our team? Get a glimpse into our values, culture and some of the things that make this office a Great Place to Work for our Sydneysiders. Consider a career at Publicis Sapient and start your journey to creating real impact for some of the world’s biggest brands.
We are proud to announce our eleventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Olof Schybergson, Fjord's CEO, and Abram Sirignano, Acquity Group's Agency Lead, explain the importance of immersed, empathetic designers in this presentation delivered at the Forrester Customer Experience Forum.
With 2016 underway, we’re reflecting on Q4 2015 to better understand the changes that came with it in the social landscape.
As always, Q4 was a busy time in social due not only to the usual holiday priorities, but also to a slew of platform updates that gave users the ability to discover and engage with content in new ways.
Mastering your Brand Story in the Digital Age with Andrea T EdwardsDigimind
Storytelling is a powerful way of captivating and resonating with your audience. In this digital age where anyone and everyone can be a content creator, how can brands truly stand out and engage their customers with good content?
The Digital Conversationalist and Executive Director of the Asian Content Marketing Association, Andrea T Edwards shares:
- The status quo of brand storytelling
- The who, what, when, where and how of good content
- Finding your brand’s voice online
- What’s in store for 2017?
Najlepsza na świecie platforma społecznościowa grupy Beiersdorf powstała w Polsce. Case study Klubu Moja NIVEA z ponad 300.000 użytkowniczek.
Więcej tutaj: https://blog.goldensubmarine.com/2016/12/klub-moja-nivea-case-study/
The Design Management series 6/7 : How design relates to your corporate strategy .
Choose Design competitive advantage .
External "design value you can see " in your marketing and R&D strategy ?
or Internal "design value you can't see " design as a core competency based on designers skills and changing your company 's Knowledge Capital ?
We are proud to announce our twenty-first Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Design Management is about linking
" Good Design " &
" Excellence in Management "
So what are the challenges of successful management ? Look into the best thinkers in management pertinent for DM and share .Post 3 /7
If you missed the previous posts
send us an email bbm@designence.com
we shall send them to you with pleasure .
Sharing in our series 5/7 : The two forces of Design Leadership (DT ) and Design Management ( Follett theory " power WITH " vs power OVER ) and their convergence . Aesthetics in organization theory . ROI of investing in Design .
Human-centred design (HCD) is sweeping business because of the way it profoundly reconfigures how companies develop strategy, solve their most pressing problems and successfully compete in an era of constant change.
But is there any hard evidence that HCD has a measurable impact?
There is. Design Management Institute found that S&P 500 companies who use HCD outperform their competitors by 211 percent. Forrester Research found that organizations with sophisticated HCD capabilities can deliver an ROI of 85% or greater on their innovation initiatives.
Join Tom Merrill, Master Facilitator at ExperiencePoint, for a 45-minute webinar to learn:
The foundations of HCD and how the approach can be used across an organization to drive customer-centricity, innovation and people-led transformation
The fundamental steps required to build a design-led organization, including how to sell HCD internally
How innovative companies are using HCD as a competitive advantage to drive record growth and success
The potential barriers to innovation and how to overcome them
An approach to measure the overall impact of HCD in practice
IIDEX 2013
Abstract: This presentation aims to put strategic design into perspective as a new culture of decision-making. Design strategy is about creating roadmaps and brand experiences that are transcendent and resilient. It is about processes that embark on social engagement as a catalyst for systemic organizational change. It is about systems of products and services that are strategically innovative and holistic. Design strategy is about a mindset, a way of thinking and a set of tools that help businesses, organizations and institutions realize what it is that they should be doing next, how they can do it, and most importantly, why they should be doing it in the first place.
Online Co-Creation to Accelerate Marketing & Innovationeÿeka
Online Co-creation to Accelerate Marketing and Innovation, a whitepaper written by eYeka with renown experts in the field of marketing and innovation.
Download this document (as well as other whitepapers and case studies) for free at http://en.eyeka.net/our-works
Curious about our what it’s like to be part of our team? Get a glimpse into our values, culture and some of the things that make this office a Great Place to Work for our Sydneysiders. Consider a career at Publicis Sapient and start your journey to creating real impact for some of the world’s biggest brands.
We are proud to announce our eleventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Olof Schybergson, Fjord's CEO, and Abram Sirignano, Acquity Group's Agency Lead, explain the importance of immersed, empathetic designers in this presentation delivered at the Forrester Customer Experience Forum.
With 2016 underway, we’re reflecting on Q4 2015 to better understand the changes that came with it in the social landscape.
As always, Q4 was a busy time in social due not only to the usual holiday priorities, but also to a slew of platform updates that gave users the ability to discover and engage with content in new ways.
Mastering your Brand Story in the Digital Age with Andrea T EdwardsDigimind
Storytelling is a powerful way of captivating and resonating with your audience. In this digital age where anyone and everyone can be a content creator, how can brands truly stand out and engage their customers with good content?
The Digital Conversationalist and Executive Director of the Asian Content Marketing Association, Andrea T Edwards shares:
- The status quo of brand storytelling
- The who, what, when, where and how of good content
- Finding your brand’s voice online
- What’s in store for 2017?
Najlepsza na świecie platforma społecznościowa grupy Beiersdorf powstała w Polsce. Case study Klubu Moja NIVEA z ponad 300.000 użytkowniczek.
Więcej tutaj: https://blog.goldensubmarine.com/2016/12/klub-moja-nivea-case-study/
360i's Digital Education for Nonprofits (the den) Recap Report360i
On May 12 we launched the den (Digital Education for Nonprofits) – a program thoughtfully crafted by the team at 360i, and designed to empower nonprofits to be smart marketers in the digital age through knowledge sharing, tools, and free resources.
Customer Generated Content: Things Marketers Should KnowSysomos
Customer Generated Content campaigns are a topic often talked about when they’re done successfully, but without the context of what it takes to create an effective strategy and execute campaigns and marketing activities off of it. The reality is Customer Generated Content (also known as User Generated Content) is still new territory for many agencies and marketers alike, and their unfamiliarity with it can lead to missed opportunities for great content.
Hootsuite's Manifesto: Building a Social RevolutionHootsuite
This document is a resource for all Hootsuite employees. We give this to each new team member who joins us. Hootsuite's Manifesto contains our core principles, some stories of our history and culture, and a special Peepsbook.
The report provides an overview about the program, speakers, some highlights and results from the workshops conducted at the first Design at Business Conference on Nov 1 & 2, 2016in Berlin.
The Spirit of Co-creation Whitepaper - Risk Managed Creativity For BusinessSense Worldwide
Our perspectives on the principles of how you bring your colleagues, your customers and yourself together, to make things better and make better things. It's all about asking the right questions of the right people in the right way.
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
Have a look at the full Engagement Factory story here. We welcome you as part of our community and hope you will embark on a journey with us, so we can help share your inspiring story with the world.
Call us: +31 40 28 700 29
Email: netherlands@engagementfactory.com
Web: https://www.engagementfactory.com/
Diversity, Equity & Inclusion - my perspectiveSimon Court
This is a topline view of how I approach DEI in today's world. My breadth of experience and creative strategy ensures the ability to create a true business strategy with DEI focused programs
In an increasingly competitive market, we believe that businesses will no longer be able to rely on external partners alone to drive innovation. By bringing design capabilities in-house, brands will have the ability to respond rapidly to a world changing around them, adapting constantly to remain fresh and bring relevant innovation to market – becoming what we call a ‘Living Business’.
Our ‘Design from Within’ report describes three distinct approaches businesses can take in order to design and innovate internally. Each approach shares common goals - such as creating a culture which inspires creativity, and enabling the business to scale ideas from the drawing board to the marketplace –but the models differ according to the extent of a company’s involvement in them.
For us, it is crucial that you can put your talents to use here at Findwise. We therefore sincerely hope that you feel encouraged to act independently and bravely, and that you come to work each day filled with joy and anticipation. We gladly walk this talk. Because without you and your fellow talents, this company would not exist – let alone thrive.
You are Findwise.
Enterprise 2.0, french touch : the white paperAnthony Poncier
This collaboratively and collectively written book about Enterprise 2.0 is the English version of the original French, published online at the end of last year.
To thrive in today’s dynamic and unpredictable business environment we need novel ways of doing things, whatever the economic climate. So in an age when traditional skills can be outsourced or automated, creative thinking skills are highly sought after.
We train and develop employees at all levels to think creatively and solve problems. We do this by helping them understand their creative strengths and take new approaches to business issues. Often this involves a significant degree of change – unlearning existing ways of working to adopt a more flexible, curious approach.
To ensure these new skills and behaviours are fully utilised and recognised, we also help organisations integrate innovation-friendly working practices into corporate HR policy. This includes how to promote and reward creative thinking, how to integrate this into appraisals and performance reviews, and how to recruit for innovation.
1. [Drafted by David LaBar]
CAN CORPORATE AND CREATIVE COMPANIES EVER
TRULY MERGE?
No. And That’s OK, writes Olof Schybergson, CEO, Fjord and Baiju Shah, MD, Accenture Interactive &
Co-Lead at Fjord
It has been
said that the number one job of a CEO (and the entire C-Suite, really) is to cultivate culture. The
notion being: if a strong culture exists, everything else – employee morale, customer satisfaction and
other positive outcomes – will fall into place. But what happens when you bring together two vastly
different cultures in a merger? In real life, they say opposites attract, but does that apply to business?
The Reality of Now
This was the issue we faced in 2013 when Accenture Interactive—the digital agency of the global
professional services company Accenture -- acquired Fjord, a global design and innovation
consultancy. And while the business logic of infusing design into business transformation work was
obvious to us, we now faced the daunting task of integrating a global design boutique – filled with our
free-spirited creatives, open studios, collaborative workspaces, and iterative thinking and
experimentation – into a then 261,000-person firm best known for large-scale technology and business
consulting. We told our people it wouldn’t be smooth. For our clients, we had to merge design
sensibilities (think designer optimism vs. consultant pragmatism) and different disciplines (technology,
business strategy, design) into one cohesive team. Studies show that 50-80% of mergers fail, and
culture integration is often to blame. We knew the risk of messing this up was real. And we didn’t have
experience with something on this scale. In short, we had to bridge from strategic intent to the practical
reality of now.
Some press had already written the merger off as ill-fitted before it even happened. Three years
later, we not only successfully integrated, but Fjord has tripled the size of its team and expanded its
footprint from two to six continents. We’ve had some stumbles along the way, but the reason we
believe we have had success is because of something we learned early on, and still embrace today:
You can’t merge cultures. Culture is a living, breathing thing. It’s always changing as an organization
2. evolves. It shouldn’t be a one-size-fits-all approach. Today, embracing a culture of diversity and
differences is what makes a great organization great. Take it one step further: culture should be
approached strategically, like any core business function.
So how did we go about creating our culture of cultures?
Our North Star: A Unified Vision
When two disparate entities unite in a business merger or
acquisition, there’s often an immediate clash of cultures, an inherent
“us-versus-them” bias. But, what happens when the larger
corporation, instead of robbing the smaller brand of its identity,
chooses to foster cultural integration through a unified vision?
We knew we had a variety of skills (and cultures) at play, but
understood that there had to be a shared belief system, an end goal
that unites people, before any of these skills could be pooled
together successfully. In our case, our belief was that enduring
success for our clients will come from people-centricity, and our internal goal was ambitious: to create
the world’s leading design and innovation firm while serving as a benchmark for how you successfully
merge creative design, technology, and business strategy under one roof (long before it was all the
rage to do so).
Initially there was discomfort. For instance, consultants prefer recommendations that are information-
rich and based on analysis, data and best practices, while designers focus on narrative and make
recommendations based on insights and intuition. Through collaborating on work, this tension was
flipped into a positive as the teams realized that a diversity of problem-solving approaches can be a
strength, and they rallied around the vision to put the human first. The purpose became very tangible
when we won joint client projects or jointly addressed heady challenges, ranging from taking the
anxiety out of home buying or better managing diseases like ALS and diabetes.
Combining two diverse cultures straight away isn't really feasible... it takes time and patience. It
requires the leadership on both sides to have open minds that are ready to flex, to see beyond a
brand identity and give credence to an organization where culture is at the heart of business.
Companies should approach culture in a top-down and organic way – it’s deliberate and ever
changing. There is no singular culture. Only a shared purpose, collaboration and a respect for the
individual can hold it all together.
Protecting and Celebrating What’s Special
No matter their size, background or culture, all
companies will enter a merger armed with their
own strengths, so it’s all about recognizing what
to combine and what to keep distinct. We
recommend companies pick their battles
carefully – and learn when to let go. In our
case, Fjord’s open space studios were one area
to protect. We knew we had something special
in them as well as our unique design
methodologies, all of which fuel creativity and
inspire and bring clients into the design and
iteration process in ways they often haven’t
experienced before. Overall, we think the key
ingredient to any successful integration is a combination of your strongest assets, capacities and talents
– in service of client needs.
For us it was about retaining Fjord’s singular focus on design and innovation to solve business
challenges at the highest level. But at first, it was like two people speaking different languages. (It
“A lot of pressure is taken
off when you recognize that
you don’t have to force a
round peg into a square hole
and accept that a company
is a culture of cultures.”
3. helped that Fjord joined Accenture Interactive, which is culturally most similar to Fjord and provided a
bridge to the rest of Accenture.) Through ongoing education and mutual respect, Fjord came to
understand the language and approach to technology and business consulting. At the same time,
Accenture came to understand and embrace a design-forward approach – so much so that it is
reimagining its entire employee experience, including enterprise systems and internal processes. For
instance, we used Fjord's design thinking methodologies to overhaul the dreaded annual performance
review. Inside Fjord we’ve even created a dedicated business unit called Fjord Evolution, teaching
leading companies how to elevate the importance of design in their organizations.
We set out to debunk the whole premise that cultures must unite to become one. In fact, we think
successful integration is about collaboration – it takes place while solving joint client problems. In fact,
we proffer that companies shouldn’t get too hung up on culture unification. Business strategists can still
show up in business attire, technologists can show up in khakis, and designers can arrive in jeans, if that
is what keeps them authentic and comfortable. A lot of pressure is taken off when you accept that a
large company is a culture of cultures and recognize that you don’t have to force a round peg into a
square hole.
On the flip side, we found that Accenture gave
our design team a world-class commercial
foundation, a global reach, a solid backbone,
and a network of thousands of the brightest,
deepest experts in virtually any area you
might come across. It helped that Fjord joined
Accenture Interactive, Accenture’s digital
agency, which provided a cultural bridge to
the rest of Accenture and offered Fjord access
to more clients than it would have had standing
alone. People who originally came from
different units developed a mutual respect and
understanding of each other’s strengths. When
empty pride and hubris is laid to rest, you
accept and discover the humble precept that there’s something to learn from everyone, a
democratizing view that the sum is greater than its individual parts. Business strategists, technologists,
designers – each bring a unique asset to the table, and the most successful companies today (like
Google) make a multi-disciplinary approach fundamental to their business. Each party united by a
common belief that they’re better together – and ultimately, raising the end game.
You Can’t Indoctrinate Culture
With so many vast differences at the outset, transparent dialogue and collaboration among leadership
were also vital for building trust. With any collaboration, it shouldn't be about the “big boys moving in
on the little guy.” We learned to check our egos at the door and became open to learning from one
another.
It hasn't all been smooth sailing, and aligning two completely
different working styles can prove tricky. But instead of entering
into a battle of ‘who does what right,’ we understood there were
different perspectives at play and that our two different
operational and cultural methods could be successful together.
While Fjord had always approached problems with a more end-
user focus and Accenture more client-centric, we now collaborate
to ensure both customer and client satisfaction. And, we learned to
approach our relationships like we do for our client’s users, with
empathy for the other side.
Culture shapes employee engagement and the outcomes of any working environment and is the
backbone of any organization – big or small. And, it’s important to note that culture is dynamic, living
5 Tenets of Cultural Integration:
1. Rally around a unified vision
2. Pick your battles
3. Check your egos at the door
4. Empathy for the other side
5. Don’t try to harmonize cultures
4. and breathing, not something that’s static and belongs in a jar in a museum. With every new project
and through every new employee, your culture evolves. We’re a work in progress and we’re just
getting started, but we hope that our lessons learned from blending two disparate corporate cultures
will inspire others to do the same. After all, getting culture right is not just a key point of differentiation
for a company; it’s the enduring point of differentiation.
Comments? Find us on Twitter: @olof_s and @baijushah.