{"id":632,"date":"2019-05-22T09:51:49","date_gmt":"2019-05-22T02:51:49","guid":{"rendered":"http:\/\/bbs.binus.ac.id\/ibm\/?p=632"},"modified":"2019-05-22T09:51:49","modified_gmt":"2019-05-22T02:51:49","slug":"creating-a-single-culture-in-a-global-organization","status":"publish","type":"post","link":"https:\/\/bbs.binus.ac.id\/ibm\/2019\/05\/creating-a-single-culture-in-a-global-organization\/","title":{"rendered":"Creating a Single Culture in a Global Organization"},"content":{"rendered":"
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What are your values? Are they the same as your organization\u2019s values? And do they align with the business strategy? If you can say \u201cyes\u201d to these 3 questions, then you have a satisfying job at a highly competitive organization. If you answer \u201cno\u201d to one or both questions, however, then you have some critical work to do to improve your organizational culture.<\/p>\n

The one thing that all top global employers do is\u00a0maintain a consistency and quality of employee engagement<\/a>, according to the\u00a0Financial Times.<\/em>\u00a0\u201cTrying to fit employees worldwide into one cultural straitjacket could seem detrimental,\u201d the article states.<\/p>\n

\u201cModern best practice is instead to consider each local adaptation as a potential global policy.\u201d<\/p>\n

It\u2019s the old adage of \u201cthink global, act local.\u201d Or put it another way,\u00a0have one global purpose and identity, but allow for geographical differences\u00a0<\/strong>to build and shape it. Global employees must share the corporate values if they are going to align with them and work to uphold them.<\/p>\n

In our recent series of executive interviews focused on cultural transformation, Sanofi \u2014 one of the world\u2019s most successful pharmaceutical companies, with more than 110,000 people based in more than 100 countries \u2014 described its mission to align employees with the corporate purpose.\u00a0Moving away from separate national divisions, and towards a global organization structured into 5 global business units has been key to this.<\/p>\n

\u201cAll finance teams now report into one global finance function,\u201d explained Isabelle Schneitter Vialet, Sanofi\u2019s VP of People and Leadership Development. \u201cThe purpose is to bring focus, speed, and specialism into our own products and areas, as well as to increase operational excellence for support functions. We believe that in order to be successful, we need to combine this business strategy with a common identity and culture.\u201d<\/p>\n

This meant defining a common purpose, ambition, and values.<\/strong>\u00a0A single global tagline was introduced across the business, as well as a new leadership framework, core competencies, and values.<\/p>\n

\u201cWe put together a team of millennials and senior leaders, from a mix of geographies and functions, and asked them to draw up these values,\u201d Vialet said. \u201cThey identified with courage, respect, teamwork, and integrity. But just because you define them doesn\u2019t make them real. So we are now in dialogue sessions where people have defined what the values mean to them, to their teams, and to themselves.\u201d<\/p>\n

The transformation at Sanofi will create a culture and an identity that pulls everyone together. Rather than \u201cerase\u201d the geographic or functional identities, Vialet said, this approach builds on them.<\/p>\n

Cultural evolution is about \u201calways making sure to balance that message: what already makes us very special today, what we like, and what we want to build on,\u201d she said. \u201cCulture creates the environment where people can perform and be at their best. That, for me, is why it\u2019s so important.\u201d<\/p>\n

This aligns with all the latest research on culture and employee engagement. Companies with strong, positive cultures are now the most in-demand with talented jobseekers.<\/p>\n

And as CCL\u2019s Bill Pasmore says: \u201cTapping the collective intelligence of the organization\u00a0helps the overall change process be faster and more effective<\/a>\u00a0\u2014 and requires engagement.\u201d<\/p>\n

It goes back to the 3 questions addressed at the beginning: if corporate values align with the personal values of employees, and both align with the business strategy, then your organization will achieve success.\u00a0Competitors that fail to do so will fall by the wayside.<\/strong><\/p>\n

Interested in learning more? Explore more\u00a0insights on driving cultural transformation<\/a><\/em>.<\/p>\n

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