8 INSIGNIAM QUARTERLY | Summer 2016

INVISIBLE AND INDISPENSABLEA recent survey of 1,400 U.S. and Canadian CEOs and CFOs reveals the importance of culture—and the challenge of building it.

CULTURE CHECK A snapshot of the influencers and effects of organizational culture.

50 of executives said culture directly influences productivity, creativity, profitability, the value of a firm and growth rates.

92 believe improving their firm's corporate culture would improve the value of the company.

78 said culture is among the top five things that make their company valuable.

But only 15%said their company’s culture is exactly where it needs to be.

0

20

40

60

80

100

READY FOR THE DIGITAL AGEA global survey of nearly 1,000 executives reveals what kind of culture a digital strategy thrives within.

46% of executives believe that in less than five years digital will have an impact on more than half their sales.

But only 21%say they already have a culture in which their digital strategy will thrive.

What are the cultural characteristics of a corporation where digital strategy is set to thrive? According to the survey, an organization must:

1. Be an open, innovative and collaborative

environment

2. Be risk-tolerant instead of risk-averse

3. Use customers to help reduce risk by involving

them in the design stages of new products

and experiences

4. Continuously consider customer

feedback when making plans

$

THE CULTURE OF BRANDINGMore and more, consumers are making buying decisions based on their perceptions of a company’s culture. That has gotten the attention of senior marketing executives. They increasingly have to create a culture that positively reflects on their brand, according to a survey of 80 senior leaders.

Sources: Forrester Research Inc., The State of Digital Business, 2015 to 2020, 2015; Duke University's Fuqua School of Business; Egon Zehnder, The Intersection of Brand and Culture, 2015

60 of marketing leaders said they claim direct responsibility for corporate culture. 21

said culture undermines their brand.

18 said culture is irrelevant to their brand.

95 believe a company's perceived culture affects consumer buying decisions. 61

believe their organization's culture supports their brand.

0 00 0

0 0

0 0

0 0

0 0

0 0

0 0

Note: To appear on the list of the World’s Best Multinational Workplaces, a company must first appear on a Great Place to Work national Best Workplaces list, which are compiled using the results of the Trust Index Employee Survey and the Culture Audit Management Questionnaire. Two-thirds of a company’s workplace culture assessment is based on employee comments and feedback, and the remaining third is based on the company’s policies and practices, as measured in the culture audit.

DOING SOMETHING RIGHTThese are the 25 best multinational companies to work for in the world, according to Great Place to Work's annual rankings.

Rank Company Industry Country

1 Google IT USA

2 SAS IT USA

3 W.L. Gore & Associates Manufacturing & Production USA

4 NetApp IT USA

5 Telefónica Telecommunications Spain

6 EMC IT USA

7 Microsoft IT USA

8 BBVA Financial Services & Insurance Spain

9 Monsanto Manufacturing & Production USA

10 American Express Financial Services & Insurance USA

11 Marriott International Hospitality USA

12 Belcorp Retail Peru

13 Scotiabank Financial Services & Insurance Canada

14 Autodesk IT USA

15 Cisco IT USA

16 Atento Professional Services Spain

17 Diageo Manufacturing & Production United Kingdom

18 AccorHotels Hospitality France

19 Hyatt Hotels Hospitality USA

20 Mars Manufacturing & Production USA

21 Cadence IT USA

22 Hilti Manufacturing & Production Liechtenstein

23 EY Professional Services United Kingdom

24 H&M Retail Sweden

25 Novo Nordisk Biotechnology & Pharmaceuticals Denmark

A MISSTEP AT ZAPPOS? Once celebrated as one of the best places to work, Zappos may now be experiencing some growing pains. In 2013, CEO Tony Hsieh announced the online shoe and clothing seller would build its corporate culture around the concept of holacracy: “a manager-free operating structure that is composed, in theory, of equally privileged employees working in task-specific circles, often overlapping,” according to Business Insider.

For the first time in 8 years, in 2016 Zappos did not make Fortune’s 100 Best Companies to Work For list.

18 of employees chose to leave.

But the shift has not gone so smoothly. When Zappos announced the new holacracy structure, employees were given two options: embrace it, or leave with a generous severance package.

0 0 30The company’s 2015 attrition rate—10 percentage points higher than its typical annual turnover rate

0 0

0

5

10

15

20

25

30

FINDING THE BALANCEAccording to a report by Kelly Services, 31 percent of employees worldwide are considered “free agents”: workers who choose flexible work styles over traditional employment arrangements. More than half of those free agents choose that path because of the freedom and flexibility it allows.

In order to keep top talent, organizations must make work-life balance a valued part of their culture. According to Kelly Services, the “most wanted” elements of work-life balance include:

Sources: Great Place to Work, World’s Best Multinational Workplaces 2015; Kelly Services, Work Life Design: The New Balance; Fortune and The Atlantic.

54% Flexible schedules/hours and remote work options

44% Exposure to latest technologies and top-notch equipment

37% Limitations or restrictions for working beyond designated business hours

32% Rapid pace with constant change; always something new

37% Virtual teams

17% Restrictions for email commu-nications during nights, weekends and vacations

NUMBERS

INSIGNIAM QUARTERLY COPYRIGHT © INSIGNIAM HOLDING LLC. ALL RIGHTS RESERVED. REPRINTED WITH PERMISSION.

SUMMER 2016

quarter ly. insigniam.com | INSIGNIAM QUARTERLY 9

INVISIBLE AND INDISPENSABLEA recent survey of 1,400 U.S. and Canadian CEOs and CFOs reveals the importance of culture—and the challenge of building it.

CULTURE CHECK A snapshot of the influencers and effects of organizational culture.

50 of executives said culture directly influences productivity, creativity, profitability, the value of a firm and growth rates.

92 believe improving their firm's corporate culture would improve the value of the company.

78 said culture is among the top five things that make their company valuable.

But only 15%said their company’s culture is exactly where it needs to be.

0

20

40

60

80

100

READY FOR THE DIGITAL AGEA global survey of nearly 1,000 executives reveals what kind of culture a digital strategy thrives within.

46% of executives believe that in less than five years digital will have an impact on more than half their sales.

But only 21%say they already have a culture in which their digital strategy will thrive.

What are the cultural characteristics of a corporation where digital strategy is set to thrive? According to the survey, an organization must:

1. Be an open, innovative and collaborative

environment

2. Be risk-tolerant instead of risk-averse

3. Use customers to help reduce risk by involving

them in the design stages of new products

and experiences

4. Continuously consider customer

feedback when making plans

$

THE CULTURE OF BRANDINGMore and more, consumers are making buying decisions based on their perceptions of a company’s culture. That has gotten the attention of senior marketing executives. They increasingly have to create a culture that positively reflects on their brand, according to a survey of 80 senior leaders.

Sources: Forrester Research Inc., The State of Digital Business, 2015 to 2020, 2015; Duke University's Fuqua School of Business; Egon Zehnder, The Intersection of Brand and Culture, 2015

60 of marketing leaders said they claim direct responsibility for corporate culture. 21

said culture undermines their brand.

18 said culture is irrelevant to their brand.

95 believe a company's perceived culture affects consumer buying decisions. 61

believe their organization's culture supports their brand.

0 00 0

0 0

0 0

0 0

0 0

0 0

0 0

Note: To appear on the list of the World’s Best Multinational Workplaces, a company must first appear on a Great Place to Work national Best Workplaces list, which are compiled using the results of the Trust Index Employee Survey and the Culture Audit Management Questionnaire. Two-thirds of a company’s workplace culture assessment is based on employee comments and feedback, and the remaining third is based on the company’s policies and practices, as measured in the culture audit.

DOING SOMETHING RIGHTThese are the 25 best multinational companies to work for in the world, according to Great Place to Work's annual rankings.

Rank Company Industry Country

1 Google IT USA

2 SAS IT USA

3 W.L. Gore & Associates Manufacturing & Production USA

4 NetApp IT USA

5 Telefónica Telecommunications Spain

6 EMC IT USA

7 Microsoft IT USA

8 BBVA Financial Services & Insurance Spain

9 Monsanto Manufacturing & Production USA

10 American Express Financial Services & Insurance USA

11 Marriott International Hospitality USA

12 Belcorp Retail Peru

13 Scotiabank Financial Services & Insurance Canada

14 Autodesk IT USA

15 Cisco IT USA

16 Atento Professional Services Spain

17 Diageo Manufacturing & Production United Kingdom

18 AccorHotels Hospitality France

19 Hyatt Hotels Hospitality USA

20 Mars Manufacturing & Production USA

21 Cadence IT USA

22 Hilti Manufacturing & Production Liechtenstein

23 EY Professional Services United Kingdom

24 H&M Retail Sweden

25 Novo Nordisk Biotechnology & Pharmaceuticals Denmark

A MISSTEP AT ZAPPOS? Once celebrated as one of the best places to work, Zappos may now be experiencing some growing pains. In 2013, CEO Tony Hsieh announced the online shoe and clothing seller would build its corporate culture around the concept of holacracy: “a manager-free operating structure that is composed, in theory, of equally privileged employees working in task-specific circles, often overlapping,” according to Business Insider.

For the first time in 8 years, in 2016 Zappos did not make Fortune’s 100 Best Companies to Work For list.

18 of employees chose to leave.

But the shift has not gone so smoothly. When Zappos announced the new holacracy structure, employees were given two options: embrace it, or leave with a generous severance package.

0 0 30The company’s 2015 attrition rate—10 percentage points higher than its typical annual turnover rate

0 0

0

5

10

15

20

25

30

FINDING THE BALANCEAccording to a report by Kelly Services, 31 percent of employees worldwide are considered “free agents”: workers who choose flexible work styles over traditional employment arrangements. More than half of those free agents choose that path because of the freedom and flexibility it allows.

In order to keep top talent, organizations must make work-life balance a valued part of their culture. According to Kelly Services, the “most wanted” elements of work-life balance include:

Sources: Great Place to Work, World’s Best Multinational Workplaces 2015; Kelly Services, Work Life Design: The New Balance; Fortune and The Atlantic.

54% Flexible schedules/hours and remote work options

44% Exposure to latest technologies and top-notch equipment

37% Limitations or restrictions for working beyond designated business hours

32% Rapid pace with constant change; always something new

37% Virtual teams

17% Restrictions for email commu-nications during nights, weekends and vacations

INSIGNIAM QUARTERLY COPYRIGHT © INSIGNIAM HOLDING LLC. ALL RIGHTS RESERVED. REPRINTED WITH PERMISSION.

SUMMER 2016

10 INSIGNIAM QUARTERLY | Summer 2016

INVISIBLE AND INDISPENSABLEA recent survey of 1,400 U.S. and Canadian CEOs and CFOs reveals the importance of culture—and the challenge of building it.

CULTURE CHECK A snapshot of the influencers and effects of organizational culture.

50 of executives said culture directly influences productivity, creativity, profitability, the value of a firm and growth rates.

92 believe improving their firm's corporate culture would improve the value of the company.

78 said culture is among the top five things that make their company valuable.

But only 15%said their company’s culture is exactly where it needs to be.

0

20

40

60

80

100

READY FOR THE DIGITAL AGEA global survey of nearly 1,000 executives reveals what kind of culture a digital strategy thrives within.

46% of executives believe that in less than five years digital will have an impact on more than half their sales.

But only 21%say they already have a culture in which their digital strategy will thrive.

What are the cultural characteristics of a corporation where digital strategy is set to thrive? According to the survey, an organization must:

1. Be an open, innovative and collaborative

environment

2. Be risk-tolerant instead of risk-averse

3. Use customers to help reduce risk by involving

them in the design stages of new products

and experiences

4. Continuously consider customer

feedback when making plans

$

THE CULTURE OF BRANDINGMore and more, consumers are making buying decisions based on their perceptions of a company’s culture. That has gotten the attention of senior marketing executives. They increasingly have to create a culture that positively reflects on their brand, according to a survey of 80 senior leaders.

Sources: Forrester Research Inc., The State of Digital Business, 2015 to 2020, 2015; Duke University's Fuqua School of Business; Egon Zehnder, The Intersection of Brand and Culture, 2015

60 of marketing leaders said they claim direct responsibility for corporate culture. 21

said culture undermines their brand.

18 said culture is irrelevant to their brand.

95 believe a company's perceived culture affects consumer buying decisions. 61

believe their organization's culture supports their brand.

0 00 0

0 0

0 0

0 0

0 0

0 0

0 0

Note: To appear on the list of the World’s Best Multinational Workplaces, a company must first appear on a Great Place to Work national Best Workplaces list, which are compiled using the results of the Trust Index Employee Survey and the Culture Audit Management Questionnaire. Two-thirds of a company’s workplace culture assessment is based on employee comments and feedback, and the remaining third is based on the company’s policies and practices, as measured in the culture audit.

DOING SOMETHING RIGHTThese are the 25 best multinational companies to work for in the world, according to Great Place to Work's annual rankings.

Rank Company Industry Country

1 Google IT USA

2 SAS IT USA

3 W.L. Gore & Associates Manufacturing & Production USA

4 NetApp IT USA

5 Telefónica Telecommunications Spain

6 EMC IT USA

7 Microsoft IT USA

8 BBVA Financial Services & Insurance Spain

9 Monsanto Manufacturing & Production USA

10 American Express Financial Services & Insurance USA

11 Marriott International Hospitality USA

12 Belcorp Retail Peru

13 Scotiabank Financial Services & Insurance Canada

14 Autodesk IT USA

15 Cisco IT USA

16 Atento Professional Services Spain

17 Diageo Manufacturing & Production United Kingdom

18 AccorHotels Hospitality France

19 Hyatt Hotels Hospitality USA

20 Mars Manufacturing & Production USA

21 Cadence IT USA

22 Hilti Manufacturing & Production Liechtenstein

23 EY Professional Services United Kingdom

24 H&M Retail Sweden

25 Novo Nordisk Biotechnology & Pharmaceuticals Denmark

A MISSTEP AT ZAPPOS? Once celebrated as one of the best places to work, Zappos may now be experiencing some growing pains. In 2013, CEO Tony Hsieh announced the online shoe and clothing seller would build its corporate culture around the concept of holacracy: “a manager-free operating structure that is composed, in theory, of equally privileged employees working in task-specific circles, often overlapping,” according to Business Insider.

For the first time in 8 years, in 2016 Zappos did not make Fortune’s 100 Best Companies to Work For list.

18 of employees chose to leave.

But the shift has not gone so smoothly. When Zappos announced the new holacracy structure, employees were given two options: embrace it, or leave with a generous severance package.

0 0 30The company’s 2015 attrition rate—10 percentage points higher than its typical annual turnover rate

0 0

0

5

10

15

20

25

30

FINDING THE BALANCEAccording to a report by Kelly Services, 31 percent of employees worldwide are considered “free agents”: workers who choose flexible work styles over traditional employment arrangements. More than half of those free agents choose that path because of the freedom and flexibility it allows.

In order to keep top talent, organizations must make work-life balance a valued part of their culture. According to Kelly Services, the “most wanted” elements of work-life balance include:

Sources: Great Place to Work, World’s Best Multinational Workplaces 2015; Kelly Services, Work Life Design: The New Balance; Fortune and The Atlantic.

54% Flexible schedules/hours and remote work options

44% Exposure to latest technologies and top-notch equipment

37% Limitations or restrictions for working beyond designated business hours

32% Rapid pace with constant change; always something new

37% Virtual teams

17% Restrictions for email commu-nications during nights, weekends and vacations

NUMBERS

INSIGNIAM QUARTERLY COPYRIGHT © INSIGNIAM HOLDING LLC. ALL RIGHTS RESERVED. REPRINTED WITH PERMISSION.

SUMMER 2016

quarter ly. insigniam.com | INSIGNIAM QUARTERLY 11

INVISIBLE AND INDISPENSABLEA recent survey of 1,400 U.S. and Canadian CEOs and CFOs reveals the importance of culture—and the challenge of building it.

CULTURE CHECK A snapshot of the influencers and effects of organizational culture.

50 of executives said culture directly influences productivity, creativity, profitability, the value of a firm and growth rates.

92 believe improving their firm's corporate culture would improve the value of the company.

78 said culture is among the top five things that make their company valuable.

But only 15%said their company’s culture is exactly where it needs to be.

0

20

40

60

80

100

READY FOR THE DIGITAL AGEA global survey of nearly 1,000 executives reveals what kind of culture a digital strategy thrives within.

46% of executives believe that in less than five years digital will have an impact on more than half their sales.

But only 21%say they already have a culture in which their digital strategy will thrive.

What are the cultural characteristics of a corporation where digital strategy is set to thrive? According to the survey, an organization must:

1. Be an open, innovative and collaborative

environment

2. Be risk-tolerant instead of risk-averse

3. Use customers to help reduce risk by involving

them in the design stages of new products

and experiences

4. Continuously consider customer

feedback when making plans

$

THE CULTURE OF BRANDINGMore and more, consumers are making buying decisions based on their perceptions of a company’s culture. That has gotten the attention of senior marketing executives. They increasingly have to create a culture that positively reflects on their brand, according to a survey of 80 senior leaders.

Sources: Forrester Research Inc., The State of Digital Business, 2015 to 2020, 2015; Duke University's Fuqua School of Business; Egon Zehnder, The Intersection of Brand and Culture, 2015

60 of marketing leaders said they claim direct responsibility for corporate culture. 21

said culture undermines their brand.

18 said culture is irrelevant to their brand.

95 believe a company's perceived culture affects consumer buying decisions. 61

believe their organization's culture supports their brand.

0 00 0

0 0

0 0

0 0

0 0

0 0

0 0

Note: To appear on the list of the World’s Best Multinational Workplaces, a company must first appear on a Great Place to Work national Best Workplaces list, which are compiled using the results of the Trust Index Employee Survey and the Culture Audit Management Questionnaire. Two-thirds of a company’s workplace culture assessment is based on employee comments and feedback, and the remaining third is based on the company’s policies and practices, as measured in the culture audit.

DOING SOMETHING RIGHTThese are the 25 best multinational companies to work for in the world, according to Great Place to Work's annual rankings.

Rank Company Industry Country

1 Google IT USA

2 SAS IT USA

3 W.L. Gore & Associates Manufacturing & Production USA

4 NetApp IT USA

5 Telefónica Telecommunications Spain

6 EMC IT USA

7 Microsoft IT USA

8 BBVA Financial Services & Insurance Spain

9 Monsanto Manufacturing & Production USA

10 American Express Financial Services & Insurance USA

11 Marriott International Hospitality USA

12 Belcorp Retail Peru

13 Scotiabank Financial Services & Insurance Canada

14 Autodesk IT USA

15 Cisco IT USA

16 Atento Professional Services Spain

17 Diageo Manufacturing & Production United Kingdom

18 AccorHotels Hospitality France

19 Hyatt Hotels Hospitality USA

20 Mars Manufacturing & Production USA

21 Cadence IT USA

22 Hilti Manufacturing & Production Liechtenstein

23 EY Professional Services United Kingdom

24 H&M Retail Sweden

25 Novo Nordisk Biotechnology & Pharmaceuticals Denmark

A MISSTEP AT ZAPPOS? Once celebrated as one of the best places to work, Zappos may now be experiencing some growing pains. In 2013, CEO Tony Hsieh announced the online shoe and clothing seller would build its corporate culture around the concept of holacracy: “a manager-free operating structure that is composed, in theory, of equally privileged employees working in task-specific circles, often overlapping,” according to Business Insider.

For the first time in 8 years, in 2016 Zappos did not make Fortune’s 100 Best Companies to Work For list.

18 of employees chose to leave.

But the shift has not gone so smoothly. When Zappos announced the new holacracy structure, employees were given two options: embrace it, or leave with a generous severance package.

0 0 30The company’s 2015 attrition rate—10 percentage points higher than its typical annual turnover rate

0 0

0

5

10

15

20

25

30

FINDING THE BALANCEAccording to a report by Kelly Services, 31 percent of employees worldwide are considered “free agents”: workers who choose flexible work styles over traditional employment arrangements. More than half of those free agents choose that path because of the freedom and flexibility it allows.

In order to keep top talent, organizations must make work-life balance a valued part of their culture. According to Kelly Services, the “most wanted” elements of work-life balance include:

Sources: Great Place to Work, World’s Best Multinational Workplaces 2015; Kelly Services, Work Life Design: The New Balance; Fortune and The Atlantic.

54% Flexible schedules/hours and remote work options

44% Exposure to latest technologies and top-notch equipment

37% Limitations or restrictions for working beyond designated business hours

32% Rapid pace with constant change; always something new

37% Virtual teams

17% Restrictions for email commu-nications during nights, weekends and vacations

INSIGNIAM QUARTERLY COPYRIGHT © INSIGNIAM HOLDING LLC. ALL RIGHTS RESERVED. REPRINTED WITH PERMISSION.

SUMMER 2016