Leadership & Organisational culture
Leadership is the accelerating factor of any successful transformation. Our solutions help design an inspiring and relevant leadership style and then align and empower your managers. Organisations change while culture remains. We also support you in developing a consistent and inclusive organisational culture that enables the transformation of your organisation.
How to define a leadership model and values that are aligned with your strategy? How to identify and assess leadership behaviours to help your organisation succeed in digital times? How to engage your leaders to implement your strategy?
Strategic engagement Assess the level of engagement of your leaders to succeed the transformation
Leadership Model Definition Help identify “leadership framework 2.0” based on your needs and current identity
Corporate Values definition
Organisational culture alignment (e.g. Customer Centricity, Rules Compliance, Safety…)
Employee Experience Optimisation (On-boarding, Diversity, Inclusion, Wellbeing, Exit):
Assess the quality of your on-boarding process & evaluate “moments of truth”
Identify gaps between the employer promise and the employee experience
Evaluate the inclusiveness capabilities of your organisation
Build & assess corporate values in support of the brand
Segment and adapt your HR offering
A leading collective services case study [strategic engagement] → In 2013, this company designed a new and ambitious strategic plan involving major strategic, organisational and cultural changes. Key to succeed was leadership buy-in. Therefore, a few months before implementing this project, the Group decided to measure key managers’ adherence. Ipsos was selected to conduct this strategic survey which targeted 3,000 key managers in 69 countries. A specific support has been provided both ahead of data collection and results restitution (presentations for all entities Steering Committees, communication support and action plans follow-up). The success of this process has led to a new survey in 2015 involving a larger perimeter so as to continue change management.
A major banking group case study [organisational culture alignment] → In 2009, Ipsos collaborated with this Group to understand and evaluate its employee barometer. The first wave launched in 2009 and targeting 83,000 employees in 30 countries was aimed at aligning various employee research efforts across the organisation. Repeated in 2011, 2013 and 2015, the process now reaches 130,000 employees in 82 countries (26 languages) and has become a real management tool supporting the Group’s transformation. For the last wave, the company has refocused the barometer on its Values and Leadership model.
Leadership Connections 2017: HR Driving Business Transformation
Is your organisation currently going through transformation? The answer from the clear majority of HR leaders we spoke to was an emphatic ‘yes’. And the few who said they weren’t currently in a period of actual transformation did feel they were evolving or changing in some way.
Captains of Industry are Committed to Championing Diversity and Inclusion in the Workplace, but Women Remain Scarce on Executive Boards
Captains of Industry say that despite nearly all board members on the FTSE 500 saying they are actively promoting and championing diversity and inclusion in their company (86%), a very large proportion say they have no female board members at all (71%).
Seven Ways to Embed Your Enterprise Feedback Management Programme to Drive Sales
Let’s cut to the chase: a truly successful enterprise feedback management programme (EFM) is designed with the corporate strategy central to the programme and has links to seven key functions of an organisation, starting with the C-Suite.