Henkel Building a Winning Culture Robert Simons Natalie Kindred 2012
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1. Henkel, a global specialty chemical company, has had to change its organizational culture in the past decade to adapt to the challenges posed by the globalization and digitization of business. The company’s objective to build a winning culture was initiated in 2009 when Henkel’s Chief Executive Officer, Ursula Wobrock, called for a fundamental change in the way the company operates. A global culture map was produced, which defined the principles and behaviors of the company culture. 2. Challeng
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In 2012, Henkel’s global CEO, Robert Simons, launched a strategic initiative aimed at building the company’s culture of excellence in sales and operations. He wanted to create a “winning culture” where employees would go above and beyond to deliver high performance, be empowered to achieve success through innovation, and collaborate with colleagues to meet ambitious business goals. We started with a deep, structured diagnostic that focused on employee feedback. click now We found that the culture in our companies was characterized by
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1) Concepts: What is a winning culture? How can one create one? 2) Strategies: What should companies do to create a winning culture? 3) Findings: How has Henkel succeeded in creating a winning culture, and what strategies have been successful for similar organizations? Strategies 1) Communicate company values: Henkel communicates its company values to all employees. 2) Encourage a sense of ownership: Henkel encourages all employees to make a tangible difference in the company by having ownership in company
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In 2012, Henkel AG, the world’s largest manufacturer of adhesives, sealants, and other consumer products, was struggling with declining sales, a shaky financial position, and a culture that was too focused on profits, rather than customer satisfaction and sustainability. The CEO, Henning Kaggen, had recognized the problem, but he was struggling to change the culture within his organization. The leadership team was resistant to change, and many employees were still reluctant to adopt new initiatives.
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I don’t believe it. The results were astonishing. Henkel’s “Building a Winning Culture” (2012) survey results show that: • 97% of employees agree that a culture of learning and development is critical for creating a sustainable, productive workforce. • The average Henkel employee reports that they learn something new every week at the company. • 87% of employees value learning opportunities as an important source of job satisfaction. my explanation • 93% of employees believe that a corporate culture