brMalls
A journey of cultural transformation .
Challenges
The shopping mall industry has been disrupted around the world, with players striving for greater innovation and collaboration. In 2018, brMalls, the largest group in the segment in Latin America, sought to transform its culture to thrive in an increasingly digital and consumer-centric consumption environment.
There was a need to foster new organizational habits that would create an intrapreneurial mindset among employees, with greater agility, collaboration and adaptability.
What have we done
Diagnosis of culture and organizational system
Co-creation of the desired culture, from behaviors to incentive chains and performance indicators
Co-creation of 30 possible initiatives as a backlog of culture and ways of working linked to the digital transformation strategy
Lean cycles operation with 4 squads developed to solve 4 major areas of mapped opportunities, with implementation carried out in 10 weeks
Development and implementation of a mentoring program for 6 executive directors of the company with innovators, entrepreneurs and market executives
Lean test design for the entire backlog including business case and feasibility study
Development of metrics framework for people analytics and performance analysis
Internal recruitment, onboarding, training and ritual management of teams of multipliers
Network articulation and ongoing training for 12 months in the implementation of the transformation until the teams achieve autonomy
Results
830
Employees impacted in person
2000
digitally
4 playlists with 13 videos, 14 articles and 19 downloadable frameworks and templates
830
Employees impacted in person
2000
Digitally impacted employees
4 big deliveries
1
Transforming values and strategy into tangible and measurable behaviors
two
Recruitment and training of a group of multipliers for innovation and intrapreneurship
3
Implementation of hybrid and remote work systems (still in 2019)
4
Development and implementation of a 3-year culture and transformation roadmap
1- Transformation of values and strategy into tangible and measurable behaviors
INTRODUCTION OF GOOD PRODUCTIVITY PRACTICES AND DISTRIBUTION OF INCENTIVE KITS
We use design thinking and proprietary methodologies Templo to develop and distribute posters, booklets, cards and other materials with good productivity and meetings practices, in order to arouse the interest of employees and encourage new practices aligned with the values and vision of the future outlined by the company. From there, incentives such as rewards, remote work and flexible hours were implemented.
DEVELOPMENT OF KPIS TO MEASURE ADHERENCE TO PRACTICES
We have developed 4 types of KPIs: adherence KPIs, to measure the number of people using the benefits, motivation KPIs, to measure employee satisfaction with the program, culture KPIs, to measure the real understanding of employees about the program and its purposes, and finally productivity, to measure production growth without an increase in resources. All in an objective and clear way, with numbers and constant monitoring.
2 - Recruitment and training of a group of multipliers for innovation and intrapreneurship
TRAINING MULTIPLIERS THROUGH CULTURAL EVENTS
We held the Culture Day, which brought together 200 employees from different hierarchical levels for a day of lectures, flashtalks and conversations, and the Hackathon, an event with 60 people present in which the innovation initiatives of different teams were developed and judged on a specific problem. . The events served to, by disseminating new organizational practices and fostering a culture of innovation and intrapreneurship, form multipliers of the new culture.
IMPLEMENTATION OF AN INNOVATION PIPELINE
Creation of a program open to all employees to capture, document and filter ideas for new initiatives with a focus on revenue generation or cost optimization, according to business challenges and goals. Dissemination of good practices in the formulation and testing of initiatives, and formation of a committee to evaluate and filter initiatives with greater planning maturity, greater impact predictability and lower risk.
3 - Implementation of hybrid and remote work systems (still in 2019)
ESTABLISHMENT OF AGREEMENTS AND ASSESSMENT OF ACTIVITIES
With the participation of all those involved, rules were created for remote and flexible work, at the same time that constant assessments of the employees' perception of daily activities in remote regime (meetings, relationships and others) were carried out. Employees' adherence to the regime, as well as their engagement, understanding of the measure and their productivity, started to be measured by specific KPIs.
4 - Development and implementation of a 3-year culture and transformation roadmap
PLANNING AND TESTING USING LEAN METHODOLOGIES
A long-term plan was prepared, with planned activities, tools, rituals and KPIs. Using lean methodologies, it was possible to test the plan and evaluate its execution as viable in just 15 weeks. brMalls, therefore, has already established all the next steps and steps to be followed in order to continue transforming its culture even more deeply over the next few years.
