Not even a generation ago, corporate culture was a secondary concern among most business executives.
While HR and Corporate Communication leaders tended to culture, others across the C-suite focused on more pressing topics, such as strategy, growth and operations.
The times have changed.
Today, culture is top of mind for executives of all varieties. In fact, according to a Conference Board survey spanning the C-Suite, in 2020, “building a more innovative culture” ranks as one of executives’ three biggest internal concerns.1
While nearly every large organization is engaged in some sort of culture change effort to drive agility, innovation and customer-centricity (among many other aims), too few companies are taking an approach that’s as comprehensive as their ambitions require and deserve.
At Gagen MacDonald, we have worked with many of the world’s largest, most complex and more admired companies to help them shape and progress their cultures in order to serve their evolving strategic needs.
Cultures are expressed by behaviors and our behaviors are shaped by a multitude of rational and emotional triggers. Cultures are only effective when they operate in harmony with both strategy and structure. Where employees experience and feel disconnect, behaviors become misaligned from expectations and the path forward becomes unglued. We work to unify these elements.
Reshaping values to propel a world-class brand into the next phase of success
Our approach to culture is defined by its interdisciplinary nature and we ground our work in what we view as the Six Levers of Employee Experience: values, behaviors, communication, energy, symbols and systems.
In both conscious and unconscious ways, how employees experience each of these six elements together shape their beliefs about the company at which they work. Those beliefs form dominant organizational behaviors and those dominant behaviors become cultural hallmarks.
We bring strategic planning expertise to help identify the cultural attributes necessary to achieve your business goals. We use both qualitative and quantitative tools to assess where disconnects exist between current employee experience and necessary future beliefs. Then, we work collaboratively to design dynamic and multi-faceted interventions that jolt the employee experience, trigger new thinking and inspire new beliefs. As these beliefs take hold, with time and reinforcement, culture change follows.