Embedding Purpose into Organizational Culture, Presented by Barkley

Ken Beaulieu

Executive Vice President, Marketing and Communications ANA

INSIDE SHELL'S SIX-STEP PURPOSE EMBEDDING PROGRAM

Private organizations are increasingly pursuing the path of creating shared value with their stakeholders. In some cases, they are more trusted than governments because they have the resources, know-how, and often the incentive to power progress in a more sustainable manner. In fact, it is not impossible to create shared value without compromising shareholder value, if the business remains creative and customer centric. Shell’s purpose is to “power progress by providing more and more cleaner energy solutions” so that energy demands are met in a cleaner way for a growing global population. Rahul Malhotra and his team designed a program to embed Shell’s purpose and brand attributes deep into the DNA of employee behavior, strategic choices, and value proposition. The phased and deliberate six-step program helps leaders and employees move along the journey of “I get it, I love it, I live it.” It is designed to touch the hearts and heads of employees, help them link their personal purpose to Shell, and stimulate their personal ambitions, creating the purpose-driven leaders of tomorrow. Learn more about Shell’s successful purpose embedding process and its commitment to make a positive difference in the world.

Rahul Malhotra (@rahulm1972)

Head of Brand Strategy and Stewardship Shell

SPIRA CARE: BUILDING A PURPOSE-DRIVEN BRAND CULTURE FROM SCRATCH

In 2018, Blue Cross and Blue Shield of Kansas City (Blue KC) developed an integrated primary care insurance product delivered through a new brand called Spira Care. But prior to launch, the project team faced a critical question: What if we spent all this time creating a brand, experience, and purpose that simply didn't translate to the employees that would represent the brand and interact with patients?" In response, Blue KC created a purpose-driven brand culture from scratch. From employee value propositions, cultural beliefs and philosophies to team ambitions, rituals, symbols, and even training, Blue KC made sure Spira Care's distinct purpose could be successfully delivered, and that new Spira Care employees could reframe their understanding of how they can contribute to the success of the brand in a meaningful way. Hear more about this effort, including learnings and challenges from the leader of the Blue KC’s innovation team. 

Jason Spacek

Vice President, Strategy Blue Cross and Blue Shield of Kansas City

CONTRIBUTING TO A WORLD THAT WORKS FOR EMPLOYEES AND EVERYONE ELSE

When Scott and Ally Svenson reached a critical point in the growth of MOD Pizza, they knew the last thing the world needed was another soulless restaurant chain. They wanted to build a brand that would inspire the MOD Squad and make a difference in the world. Today, MOD is one of the fastest growing restaurant chains in America with almost 500 locations. MOD’s focus on bringing purpose to life to positively impact as many lives as possible is not just the most important thing, it is everything. Learn how purpose continues to inspire and engage the people of MOD, resulting in loyal customers and a successful business.

Ally Svenson (@MODPizza)

Cofounder MOD Pizza

FIRING UP AN EMPLOYEE BASE TO IGNITE A MOVEMENT

Activating brand purpose among the people who matter to your brand is the greatest challenge for leaders. Four years ago, SunTrust (now Truist Financial) sparked a national movement called #onUp to help consumers overcome financial stress through education. Working together with the movement marketing agency StrawberryFrog, the bank galvanized thousands of internal stakeholders and teammates to participate in #onUp. Today, the movement has more than six million participants on onUp.com. Hear how the bank’s internal audiences were activated around its purpose: “Lighting the Way for Financial Well Being.”

Susan Somersille Johnson

Chief Marketing Officer Truist Financial

HOW PURPOSE-LED CORPORATE CULTURE CAN THRIVE IN A VIRTUAL WORLD

Organizational culture might be best described as the shared ethos of a corporation. It is an expression of how employees feel about the work they do, the values they embrace, and perhaps most importantly, where they see the company going and how their work will accomplish those goals. No wonder purpose factors so prominently in company culture. Great cultures often produce great brands. But does a company’s culture change with less physical interaction?  A recent Internationalist Insights Survey of marketers around the world revealed fascinating answers that just could change how we think about the interconnection of purpose-led brands and an organization’s culture. This session will feature examples of how global businesses and those headquartered outside the U.S. are activating purpose within their companies — today and perhaps tomorrow.

Deborah Malone

Founder The Internationalist

Ken Beaulieu

Executive Vice President, Marketing and Communications ANA