PEOPLE AND CULTURE
People and Culture
CULTURAL TRANSFORMATION
OF A COMPANY:
A COLLABORATIVE TEAM SUPPORTING THE EVOLUTION
The sustained cultural transformation of a company, if it’s initially the choice of management, must belongs to each member of the organization. Humanim's experts use a variety of levers, including collective intelligence, to help companies transform.
ACHIEVE A SUSTAINABLE
CULTURAL TRANSFORMATION
Human organizations must keep pace with environmental and societal changes to remain sustainable. There is a real paradigm shift in Life Science industry with the conjunction of numerous regulatory, technological, therapeutic, scientific and societal changes. The relationship with the workplace is changing significantly. Work can no longer be considered as a simple response to the fundamental needs for security, social recognition and personal fulfillment. The men and women of a company are looking for meaning and integration into a system of thought, value and sustainable organization.
The individual is looking for his professional action
to have a useful impact on society.
Recent developments and current events are challenging professional references: the boundaries between the world of work and the private life have become blurred and shifting.
In the context of new therapies and new regulatory expectations, the actors of the life science industry must succeed in a profound cultural and organizational change to create a dynamic that combines agility, collaborative work and innovation. This evolution cannot be achieved without the men and women inside the organization.
PEOPLE AT THE HEART
OF TRANSFORMATIONS
Cultural transformation consists of evolving in thought, organization, actions and behaviors, considering the company history of emotional dynamics, managerial practices, and vision for the future.
Change means changing an individual and collective mindset. This transformation takes time, as its implementation is sensitive. Time will be an ally, only if well led and managed.
Therefore, the approach is more a matter of human sciences. The key to transformation is to work mainly on collective intelligence (CI) and the dynamics of people integrated into the organization. This collective intelligence is nourished by fundamentals as motivation, energy, trust, collaboration and accountability. It is developed by learning and thinking in small groups, by cooperating and not necessarily by deciding.
Engaging a transformation requires first to listen, understand and respect the history of the company and the site, relying on and believing authentically in the strengths and talents of the teams in place. Then comes the stage of choosing the behaviors that need to be maintained, those to be eliminated or acquired to reach the next stage of collective performance.
Discover the missions
carried out in the
feedback section
A culture is defined according to the reflex behaviors, automatisms, beliefs and common values that characterize a team. These characteristics and ways of working together, often unconscious, are induced by the company's strategy, managerial practices and also by the history of the team's construction. Exploring these three axes will allow a better characterization of the culture.
We consider that it takes about 2 years to significantly change a company culture.
To get a sustained cultural transformation over time, it must be based on collective intelligence and respect for the company's history.
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CULTURAL TRANSFORMATION
BELONGS TO EVERYONE
A cultural change cannot be imposed, it must be recognized and understood by the group, and it must make sense. It is part of an organizational evolution and responds to clearly expressed challenges.
A cultural transformation begins with the support, commitment and strong conviction of the leadership team. Each part of the organization will transform at their own pace. The change methodology will start with the establishment of an initial group of ambassadors from different parts and levels of the organization. This team of about 20/25 people will produce a cohesive community united by strong cooperation throughout the journey. They represent the core of the CI. In doing so, they will spread the chosen behaviors across all levels and parts of the organization. The diffusion process uses the communication systems and rituals already in place in the organization. It is about experimenting different ways of working together.
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Cultural transformations must be considered with conviction but also with caution, patience and positive attitude. Creating more meaning, more links, more collaboration is a shared objective for all within the organization.
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NEWS
Health authorities call for an immediate change in the perception of quality culture in the pharmaceutical industry.
Health authorities differentiate the Life Science companies which manufacture a good quality product in a sustainable way without the need for constant supervision, from companies that will not. There are increasing observations from health authorities about the need to move from a culture of compliance to a culture of quality. Education and cultural transformation around quality must be addressed to meet these new challenges.
In the context of scientific innovation for new therapies, complex in their implementation,
health authorities must rely on the expertise of manufacturers and on their demonstrated strong capability in the research, development, and manufacturing processes. There are increasing expectations for risk management from the health authorities, requiring the industry to deeply understand the processes. The transition from a strictly compliance culture to an integrated quality culture is required.
EXPERTISE PER BUSINESS DOMAINS
EXPERTS
Krystel Petrossi
Antoine Akar
Christophe Meunier