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What's Next: Unlocking a powerful corporate culture in turbulent times and beyond!

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

Starting with anthropological principles and ending with a bespoke method, the session considers inspiring cases of powerful corporate cultures that bring to life business strategy in the Covid context and beyond - to continue exciting and retaining talent!

Published in: Marketing

What's Next: Unlocking a powerful corporate culture in turbulent times and beyond!

  1. 1. Powered by Corporate Culture
 UNLOCKING A POWERFUL CORPORATE CULTURE IN TURBULENT TIMES AND BEYOND! 
  2. 2. Welcome Dayoán Daumont Consulting Partner EMEA
 Ogilvy Consulting Batoul Hassoun Managing Director
 Ogilvy Consulting Paris Claire Gallon Consulting Director
 Ogilvy Consulting Paris Léa Coubray Consultante
 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. Covid-19 creates a moment of truth for corporate culture ‘What you do is who you are’ - BEN HOROWITZ
  6. 6. Ogilvy Consulting 6 54%
 
 SAYHOWCOMPANIESTREATTHEIRWORKERSISTHEMOSTIMPORTANTTHING THEYWANTTOHEARFROMCOMPANIES&BRANDSDURINGTHECOVID-19 PANDEMIC SOURCE:WPP,BENENSONSTRATEGYGROUP,THEPULSEOFAMERICA,NATIONAL OMNIBUSSTUDY,MARCH2020
  7. 7. Ogilvy Consulting 7 71%
 
 THESHAREOFRESPONDENTSWHOSAYTHEYWILL STOPTRUSTINGBRANDSTHATPUTPROFITSBEFORE PEOPLEDURINGTHECORONAVIRUSCRISIS SOURCE:EDELMAN
  8. 8. In a constantly ‘pivoting’ world, culture is the keystone for your transformation « Culture eats strategy for breakfast » - PETER DRUCKER
  9. 9. IN 2018… 9
  10. 10. Ogilvy Consulting 10 A COMMON POINT : They neglected corporate culture in times of change
  11. 11. Ogilvy Consulting WHATIS « CORPORATE CULTURE »? 11
  12. 12. Ogilvy Consulting 12 DESIGNING WORKPLACES DIGITAL CULTURE AGILE MANAGEMENT WORK METHODS DRESS CODES WRITTEN VALUES TEAM COHESIVENESS …. WHAT COMPANIES DO WHEN THEY SAY « CULTURE »
  13. 13. 13 « 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 ORIGINALLY,« CULTURE » ISANANTHROPOLOGICAL CONCEPTREFERRINGTO THECHARACTERISTICS OFACOMMUNITY WHAT CULTURE REALLY IS
  14. 14. 14 « 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. » Philippe Descola, successor of Claude Levi-Strauss in the Collège de France AN ANTHROPOLOGICAL CONCEPT THAT BECAME A POLITICAL TOOL 
 - USED TO ENHANCE UNITY AMONG EMERGING NATIONS
  15. 15. 15 « Corporate leaders quickly integrated the concept of culture under various metaphors to legitimate the company’s project. » Eric Godelier, Historian, Does corporate culture brings durability or inertia? - 2009 AND A WAY FOR COMPANIES TO STAY RESILIENT TO CHANGE Following the crisis, company management was inspired by sport competitions, evaluation criteria to mobilize its team (captain, leaders, champions). 1910 - 1960 1970 - 1980 1980 - 2000 1830 - 1880 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. « Family » « Home » « The Sport Team » « The Social Community »
  16. 16. AMULTI-FACETEDCONCEPT… CorporateCultureisacombinationoftraditions,values,norms, taboos,andsharedbeliefswhichdeterminethewayemployeesthink, behaveandinteractwitheachother.
  17. 17. 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 FROM IMPLICIT
  18. 18. CORPORATECULTURE
 ONLYSUCCEEDSWHEN
 MATERIALIZINGITSELFIN EMPLOYEEBEHAVIORS ‘Corporatecultureiswhatemployeesdoandhowthey takedecisionswhentheirbossisn’taround’ Ben Horowitz - What you do is who you are , 2019
  19. 19. TO EXPLICIT BEHAVIORS BELIEFS HISTORY AND HEROES NORMS & TABOOS 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.
  20. 20. 20 COVID19ISTHEMOMENT OFTRUTHFOR COMPANIESTOINVEST ONCORPORATECULTURE
  21. 21. #1 REINFORCEPURPOSEFOR COMPANIES’ACTIONSBY STORYTELLINGYOURNEW MYTHS WoW. Corrupted Blood. Shackleton’s expedition leadership lessons. Decathlon - Easybreath Lego - Let’s Build Together
  22. 22. #2 CASTALIGHTONTHE‘DOERS’ ANDREINFORCEYOUR EMPLOYERBRAND Harry’s - Merci Mondelez - Makers & Bakers LHG Hermes - Silk Challenge Chanel
  23. 23. #3 INSPIREASENSEOFBELONGING THROUGHNEWSYMBOLS,EVEN WHENREMOTE. BBDO -Your Home Ogilvy W.F.H Nudge - Unleash the hounds Oatly - Entertainment Department Haglof - Call our stores Paradox Interactive - Care Package
  24. 24. #4 BOOSTINGTHEAUTONOMYANDTHE CONTRIBUTIONTOEACHEMPLOYEE TOTHECOMPANYGOAL Adobe Eurest Ship It Days - Atlassian Decathlon
  25. 25. #5 REINVENTINGLOYALTYWITH BOTHCUSTOMERSANDTALENTS INAFLUIDSYSTEM Disney. « Cast Members Pins » Marriott. « Lifestime free stays for 25 years employees » Décathlon. « Team members »  SFR - ‘Tous engagés’ Selfridges - Retrain
  26. 26. Ogilvy Consulting COVID-19ISAN OPPORTUNITYTO TAKE
 AFIELDTRIPTO THEFUTUREOF WORKAND EMPLOYEE EXPERIENCE. 26 The way many companies work changed overnight. 
 Team collaboration, moral support and the ability of executive teams to pivot have never been more paramount.
  27. 27. Ogilvy Consulting 27 86%
 
 OFMILLENNIALSWOULDNOTHESITATETOLEAVETHEIR JOBIFTHEIRVALUESDIDNOTMATCHTHEIREMPLOYER’S ONES. The importance of purpose, increased flexibility, remote working…. 80%
 
 OFWORKERSWILLBEFREELANCERS 73% 
OFALLDEPARTMENTSWILLHAVEREMOTEWORKERS TODAY IN2030 IN2030 SOURCES:MILLENNIALSATWORK-PWC FUTUREOFWORK-LINKEDIN UPWORK
  28. 28. Ogilvy Consulting 28 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 :
  29. 29. Ogilvy Consulting 29 3 new challenges for companies and their stakeholders Increased ‘anti-fragile’ mindset Demand for useful brand purpose More fluid space, time, place work norms Overnight change and profound uncertainty has prompted large- scale ‘anti-fragile’ mindset from companies and talents. Remote working as the ‘new normal’ might act as a catalyst for more flexible working in future. The demand for businesses tangibly contributing to public good will surely drive a new ethic for brands : a new era of brand purpose, rooted into its society’s utility.
  30. 30. Our conviction : A strong culture enables to thrive and be innovative in turbulent times
  31. 31. Questions?
  32. 32. Thank you.

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