Innovation culture and management at Homeserve
Reinventing leadership for a sustainable future
- client request
The executive committee wanted to build a new management model in step with technological, societal and generational change, while staying true to the values of the company.
This willingness to adapt goes beyond taking account of external change. It also covers bringing management practices across the company into line with each other, to create an environment that supports innovation and operational excellence.
At the same time, the client wanted to establish a culture of innovation at every level of the company. They wanted to understand how leadership can be exercised so that it encourages continuous innovation while maintaining wellbeing at work.
- challenges
The executive committee identified several challenges that needed immediate attention:
Evolving the way people manage. The executive committee wanted to open up to outside influences so it could better understand societal and technological change. They were particularly interested in the effects of digitalisation and social change on their management approach. The central question was: "What are the key elements to take into account in order to evolve effectively?"
Identifying new values and a new identity. The business recently changed its name and is in the middle of rolling out new company values. The executive committee wanted to be sure that these new values are built into every aspect of management. This is a chance to start again on fresh foundations, by aligning management practices with the values that have just been defined.
Offering innovative leadership. The group wanted leadership to be strongly connected to innovation, a characteristic that sets Homeserve apart in the market. The executive committee wanted to explore how this kind of leadership can be embedded in the different management layers of the company.
Creating a map of new management postures. The leader wanted to work on the different management styles. The idea is to use the new company values to turn those styles into management attitudes. A map of the current management styles was produced in order to propose a "management map" more closely aligned with the objectives of the business.
Having a management charter. To avoid any ambiguity and to involve everyone, the executive committee proposed creating a management charter that sets out the expectations and responsibilities of managers and employees.
- stakes
For this assignment, four major issues were identified in order to align management practices with the aspirations of the company and the needs of employees.
Encouraging autonomy, recognition and appreciation. There is no secret here. Companies that succeed in engaging their employees see their productivity rise, and autonomy and recognition are key drivers of that engagement. The executive committee therefore wanted to put measures in place that let employees take the initiative and feel valued in their work.
Learning to communicate transparently. According to a reboot inc survey, 32 % of French employees leave their job because of a lack of open and honest communication from management. The client wants to avoid that trap by establishing a culture of transparency, where information is shared openly and employees feel free to give their opinion.
Developing quality of life and wellbeing at work. The company therefore wants to invest in initiatives that improve quality of life at work, whether through pleasant rest areas, flexible hours or health and wellbeing programs.
Rolling out the management values : being considerate, being bold and being committed. These values reflect the culture the client wants to establish. According to a Harvard Business Review study, companies that align their culture and their values with their business strategy see a 36 % increase in performance and 40 % in customer satisfaction. The executive committee is therefore determined to build these values into every aspect of management, to support sustainable growth for the company beyond its firmly human view of the business.
- solution
Presentation
World cafe
Selection
Commitment
- results
In this assignment with the client, the results show a deep and structured transformation. They illustrate the commitment of the company to evolve in step with current trends, while strengthening its identity and its core values. Here is an overview of the significant progress made in several key areas:
Clarity in management attitudes. Bringing positive and negative management attitudes into the open gave the leadership team practices that are concrete, measurable and aligned with the core values of the company. That new clarity works as a compass for management behaviour and decisions, which brings greater consistency across the whole organisation.
Stimulating creativity. The work introduced new tools and an innovative approach within the management team. Each manager, equipped with these new resources, can now reuse them inside their own team to spread and embed the culture of innovation the company was after. This approach opened up room for experimentation, creativity and innovation within every team.
Taking responsibility for the obstacles. Identifying the potential obstacles to cultural transformation in advance played an important part in getting managers to take responsibility. Aware of the challenges ahead, they are better prepared and committed to acting proactively to work through them, which reduces the risks and supports a smoother transition to the new company culture.
Establishing a culture of innovation. In the end, the working group laid the foundations of a robust culture of innovation, anchored in solid values and consistent management practices. This transformation has positioned the company in step with technological, societal and generational change, while keeping it true to its core values. The ultimate goal of creating an environment that supports innovation and operational excellence is now within reach, which points to a prosperous and innovative future for the company and its employees.
TO ORGANISE A KEYNOTE, A WORKSHOP OR A MASTERCLASS