Culture and Engagement

If an essential cultural attribute is missing (for example the willingness to experiment and innovate, the right to take risks, the performance reflex or the customer focus), this can jeopardize the deployment of a company’s strategy, which needs to evolve to adapt to the realities of the market or to a new ambition. To develop a cultural characteristic, a number of factors need to be analyzed in order to explain and understand an organization’s culture: its history and beliefs, its management and leadership style, its processes, its shareholders, etc. Avencore uses multi-sector benchmarks and proven methods to help you stand out from the crowd, to create the conditions for engagement and to bring about lasting changes in both individual and collective behaviour.  

Establishing the connection between the cultural driving forces and the cultural attributes of a company is only the first step. Avencore’s experts can then help you map out the path you need to follow to reinforce your strengths and to initiate critical changes in behaviour at every level of the organization, starting with executive management. Clarifying roles and responsibilities, challenging the beliefs of different communities, changing the remuneration system, clarifying the expected behaviours, questioning managers’ attitudes, etc. are all levers that can be activated to positively and concretely embody the changes towards the target culture. 

Putting tools in place to measure employee engagement on a regular basis throughout the transformation period ensures that people feel heard, that they understand the changes that are taking place within the organization, that they share a common vision and that they understand how they can contribute. The Avencore “Mutual Engagement” model designs and deploys tailor-made surveys to identify areas for improvement and adjust our actions accordingly.