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!

1. Powered by
Corporate
Culture
UNLOCKING A POWERFUL
CORPORATE CULTURE IN TURBULENT
TIMES AND BEYOND!

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. Tell us
where you
are dialing
in from!
What’s the weather
like in your city?

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. Covid-19 creates a moment of truth
for corporate culture
‘What you do is who you are’
- BEN HOROWITZ

6. Ogilvy Consulting 6
54%
SAYHOWCOMPANIESTREATTHEIRWORKERSISTHEMOSTIMPORTANTTHING
THEYWANTTOHEARFROMCOMPANIES&BRANDSDURINGTHECOVID-19
PANDEMIC
SOURCE:WPP,BENENSONSTRATEGYGROUP,THEPULSEOFAMERICA,NATIONAL
OMNIBUSSTUDY,MARCH2020

7. Ogilvy Consulting 7
71%
THESHAREOFRESPONDENTSWHOSAYTHEYWILL
STOPTRUSTINGBRANDSTHATPUTPROFITSBEFORE
PEOPLEDURINGTHECORONAVIRUSCRISIS
SOURCE:EDELMAN

8. In a constantly ‘pivoting’ world,
culture is the keystone for your transformation
« Culture eats strategy
for breakfast »
- PETER DRUCKER

9. IN 2018…
9

10. Ogilvy Consulting 10
A COMMON POINT :
They neglected corporate
culture in times of change

11. Ogilvy Consulting
WHATIS
« CORPORATE
CULTURE »?
11

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
« 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
« 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
« 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. AMULTI-FACETEDCONCEPT…
CorporateCultureisacombinationoftraditions,values,norms,
taboos,andsharedbeliefswhichdeterminethewayemployeesthink,
behaveandinteractwitheachother.

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. CORPORATECULTURE
ONLYSUCCEEDSWHEN
MATERIALIZINGITSELFIN
EMPLOYEEBEHAVIORS
‘Corporatecultureiswhatemployeesdoandhowthey
takedecisionswhentheirbossisn’taround’
Ben Horowitz - What you do is who you are , 2019

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
COVID19ISTHEMOMENT
OFTRUTHFOR
COMPANIESTOINVEST
ONCORPORATECULTURE

21. #1
REINFORCEPURPOSEFOR
COMPANIES’ACTIONSBY
STORYTELLINGYOURNEW
MYTHS
WoW. Corrupted Blood.
Shackleton’s expedition leadership lessons.
Decathlon - Easybreath
Lego - Let’s Build Together

22. #2
CASTALIGHTONTHE‘DOERS’
ANDREINFORCEYOUR
EMPLOYERBRAND
Harry’s - Merci
Mondelez - Makers & Bakers
LHG
Hermes - Silk Challenge
Chanel

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. #4
BOOSTINGTHEAUTONOMYANDTHE
CONTRIBUTIONTOEACHEMPLOYEE
TOTHECOMPANYGOAL
Adobe
Eurest
Ship It Days - Atlassian
Decathlon

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. 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. 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. 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. 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. Our conviction :
A strong culture enables to
thrive and be innovative in turbulent times

31. Questions?

32. Thank you.