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Social, to raise
engagement
Culture change in practice
in a traditional industry

Celine Schillinger
Charter Member, Change Agents WW
Stakeholder Engagement, Sanofi Pasteur
February 2014
What is Change Agents Worldwide?
We are a learning and project resource for forward-thinking 21st Century
Enterprise leaders. We maintain a network of independent consultants and
enterprise-based professionals dedicated to bringing about the future of
work for large institutions resulting in step changes in productivity,
employee engagement, customer experience, innovation, and growth.

Social Network

Learning Community

Discover and Join

Learn and Share

Project Platform
Access Talent, Collaborate on
Work and Change Successfully
Sanofi Pasteur
Sanofi Pasteur?
1897
1985
1990
1997
1999
2004

The vaccines
division of
Sanofi
A Corporate Culture Familiar
With This, Not So Much With That

Company

Company
But “This” Doesn’t Work Any More

Internally

Externally

Magritte - Décalcomanie
What Work Is
Like Today*
The world of work has
become monotonous,
joyless, and sanitized.
Workers are assigned
soulless tasks that are to
be executed with dronelike efficiencies. Jobs are
molded into obstinate
competencies that are
surrounded by political turf
wars. Organizations are
stuck in the industrial age
unable to take advantage of
the new networked era.
*in too many organizations

Scene from Terry Gilliam’s Brazil
 Poor Internal Engagement

Source: State of the Global Workplace: Employee Engagement
Insights for Business Leaders Worldwide. Gallup, October 2013
http://hbr.org/web/2013/11/workplace-engagement-around-the-world

7
Disconnect with
the Empowered
Customer
Business is changing.
Disruption is the new
normal. The service
economy calls for
adaptation to individual
needs. Yet, companies
“lose touch as they grow”.
The Internet and social
media has shifted power
to the consumer.
Disconnect between
expected and actual
customer experience.
Street Art, Kanny Random
 Companies Are At Risk
• Constant decline of Return on Assets
75% decline in ROA among US firms since 1975* = companies
need more and more resources to create value.

• Shrinking lifespan of large corporations
How to?

Visual: Joachim Stroh
Become a Social Organization
Authentic
Diverse
Flexible
De-siloed
People-driven
Open to
change
Democratic
Connected
Human
In Practice: 3 Cases at Sanofi Pasteur

A grass roots
community
connected
around a cause,
with a high
impact

A strategic relational engagement plan

Internal
Stakeholders

External
Stakeholders
How to Make People “Want to …”
Identify a common
purpose

EMPOWERMENT
Connect
with the people

• One of the 3 motivation
drivers at work (D. Pink)
• More than science, not
just emotion
• At the Why level (S.Sinek)

• From broadcast comms to • Framed in a narrative
a conversation / co-creation
• Remove bottlenecks
• Learn to speak their language
• KSF: diversity – of talents; – of
spokespersons
• A dialogue mindset

Letting Go

Connect people
• Identify who they are,
what they say, what they
care for
• Enable them to connect
(easy-to-use beautiful
digital tools, live events)
• Go across silos

No to: pure analytics or science-based, status-based, command & control, rigid processes.

You are one of them, not above them.
Social collaboration is NOT a long, quiet river
Source: http://blog.audubonguides.com/2010/06/23/saying-so-long-to-salt-cedar/
Source: http://upload.wikimedia.org/wikipedia/en/e/e1/Ark_white_water1101.jpg/
What Gets in The Way
Leading with technology and tools;
not business purpose and people

No urging by management

Ignorance of social communication
operation, tools and potential

Social stratification

Overestimation of risks

Perception of intermediary
bodies to be challenged
National & corporate culture

Command-and-control culture
Complacency, conformism, groupthink
Silo mindset, politics

Scientific culture
Information overload stress
Kotter’s 8-Steps
Leading Change in the 21st Century Organization
1. Urgency
2. Coalition
3. Vision
4. Communication
5. Empowerment
6. Momentum
7. Integration
8. Anchoring
Internet map (2005, Opte project)
A Few Things I’ve Learned
•
•
•
•
•

Prepare well
Start from the Why
Avoid focus on tools
Go with baby steps
Use a facilitator or
external witness
• Embrace politics
• Understand it’s
experiential
• Diversity is your best
friend
Culture Change: A Framework
Get In Touch

@CelineSchill
Image Credits

•
•
•
•
•
•
•
•
•
•

Sl. 3-4: Sanofi Pasteur Corporate Communications
Sl. 5 Magritte, Décalcomanie – via stultiferamente.blogspot.fr
Sl. 6 Terry Gilliams, Brazil – via Change Agents Worldwide
Sl. 8 Street Art by Kenny Random – via Change Agents Worldwide
Sl. 10 Joachim Stroh
Sl. 11 Bastille Day Ball – via mademoiselle-et-mister.blogspot.fr
Sl. 14 San Juan river – via blog.audubonguides.com
Sl. 15 White water rafting – via Wikipedia
Sl. 17 Internet 2005 map – via cs.rug.nl/svcg
Sl. 18 Change Agents Worldwide

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Raise engagement in a traditional industry with social culture change

  • 1. Social, to raise engagement Culture change in practice in a traditional industry Celine Schillinger Charter Member, Change Agents WW Stakeholder Engagement, Sanofi Pasteur February 2014
  • 2. What is Change Agents Worldwide? We are a learning and project resource for forward-thinking 21st Century Enterprise leaders. We maintain a network of independent consultants and enterprise-based professionals dedicated to bringing about the future of work for large institutions resulting in step changes in productivity, employee engagement, customer experience, innovation, and growth. Social Network Learning Community Discover and Join Learn and Share Project Platform Access Talent, Collaborate on Work and Change Successfully
  • 4. A Corporate Culture Familiar With This, Not So Much With That Company Company
  • 5. But “This” Doesn’t Work Any More Internally Externally Magritte - Décalcomanie
  • 6. What Work Is Like Today* The world of work has become monotonous, joyless, and sanitized. Workers are assigned soulless tasks that are to be executed with dronelike efficiencies. Jobs are molded into obstinate competencies that are surrounded by political turf wars. Organizations are stuck in the industrial age unable to take advantage of the new networked era. *in too many organizations Scene from Terry Gilliam’s Brazil
  • 7.  Poor Internal Engagement Source: State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide. Gallup, October 2013 http://hbr.org/web/2013/11/workplace-engagement-around-the-world 7
  • 8. Disconnect with the Empowered Customer Business is changing. Disruption is the new normal. The service economy calls for adaptation to individual needs. Yet, companies “lose touch as they grow”. The Internet and social media has shifted power to the consumer. Disconnect between expected and actual customer experience. Street Art, Kanny Random
  • 9.  Companies Are At Risk • Constant decline of Return on Assets 75% decline in ROA among US firms since 1975* = companies need more and more resources to create value. • Shrinking lifespan of large corporations
  • 11. Become a Social Organization Authentic Diverse Flexible De-siloed People-driven Open to change Democratic Connected Human
  • 12. In Practice: 3 Cases at Sanofi Pasteur A grass roots community connected around a cause, with a high impact A strategic relational engagement plan Internal Stakeholders External Stakeholders
  • 13. How to Make People “Want to …” Identify a common purpose EMPOWERMENT Connect with the people • One of the 3 motivation drivers at work (D. Pink) • More than science, not just emotion • At the Why level (S.Sinek) • From broadcast comms to • Framed in a narrative a conversation / co-creation • Remove bottlenecks • Learn to speak their language • KSF: diversity – of talents; – of spokespersons • A dialogue mindset Letting Go Connect people • Identify who they are, what they say, what they care for • Enable them to connect (easy-to-use beautiful digital tools, live events) • Go across silos No to: pure analytics or science-based, status-based, command & control, rigid processes. You are one of them, not above them.
  • 14. Social collaboration is NOT a long, quiet river Source: http://blog.audubonguides.com/2010/06/23/saying-so-long-to-salt-cedar/
  • 16. What Gets in The Way Leading with technology and tools; not business purpose and people No urging by management Ignorance of social communication operation, tools and potential Social stratification Overestimation of risks Perception of intermediary bodies to be challenged National & corporate culture Command-and-control culture Complacency, conformism, groupthink Silo mindset, politics Scientific culture Information overload stress
  • 17. Kotter’s 8-Steps Leading Change in the 21st Century Organization 1. Urgency 2. Coalition 3. Vision 4. Communication 5. Empowerment 6. Momentum 7. Integration 8. Anchoring Internet map (2005, Opte project)
  • 18. A Few Things I’ve Learned • • • • • Prepare well Start from the Why Avoid focus on tools Go with baby steps Use a facilitator or external witness • Embrace politics • Understand it’s experiential • Diversity is your best friend
  • 19. Culture Change: A Framework
  • 21. Image Credits • • • • • • • • • • Sl. 3-4: Sanofi Pasteur Corporate Communications Sl. 5 Magritte, Décalcomanie – via stultiferamente.blogspot.fr Sl. 6 Terry Gilliams, Brazil – via Change Agents Worldwide Sl. 8 Street Art by Kenny Random – via Change Agents Worldwide Sl. 10 Joachim Stroh Sl. 11 Bastille Day Ball – via mademoiselle-et-mister.blogspot.fr Sl. 14 San Juan river – via blog.audubonguides.com Sl. 15 White water rafting – via Wikipedia Sl. 17 Internet 2005 map – via cs.rug.nl/svcg Sl. 18 Change Agents Worldwide