DSM is convinced that, in order to be able to execute its growth strategy and rapidly adapt to changing customer and industry requirements, the vast majority of its employees need to be fully in tune with the challenges the external world offers. This means not just anticipating customer needs to drive marketing & sales and innovation priorities, but also tracking, learning and competing with best practices for all functions. External Orientation is also needed to broaden DSM’s networks and engage with stakeholder groups.
Fit for the future
ONE DSM Culture Agenda
The ONE DSM Culture Agenda was designed in 2012 in conjunction with DSM’s Leadership Model and aims to support the company’s strategic alignment with the needs of an ever-changing world by focusing on four themes: External Orientation; Accountability for Performance (and learning); Collaboration with Speed and Trust; and Inclusion & Diversity. This focus seeks to create a common language across the organization, and enhance ONE DSM. Through its implementation, DSM aims to become a high-performance organization.
Four key themes
The ONE DSM Culture Agenda emphasizes that employees are bound together by the behaviors fostered by its four themes. The four themes are the glue that connects the organization into ONE DSM.
DSM expects its employees to set ambitious targets and take ownership to deliver these. Accountability for Performance is about people taking responsibility for their actions and for the performance of their teams, about recognizing and celebrating successes, but also about bringing issues to the surface and viewing mistakes as individual and collective learning opportunities.
DSM expects that in an ever more connected world, where collaboration is becoming an important source of competitive advantage, DSM employees will actively (co-)create, share and build on ideas, information, knowledge and expertise of their colleagues and the external world. By fostering collaboration, DSM will harvest the power of its growing global workforce, as anchored in its leveraged organizational model with businesses, functions and regions. Besides increased collaboration, there is a need for faster decision making and execution. DSM needs to build a ONE DSM Culture in which its employees trust each other’s skills and have a sense of togetherness, of being ONE DSM.
DSM believes that fostering an inclusive culture that embraces differences will help to create a more diverse workforce which will drive a high performance organization achieving its business and strategic goals, especially in view of DSM’s focus on further internationalization, innovation and sustainability. A more balanced DSM leadership group (in terms of gender, nationality and background) will improve the decision-making process as well as the implementation of DSM’s strategy. Inclusion & Diversity requires thoughtful bridging skills and a full commitment to DSM’s joint corporate values.
Progress in 2015
Building on the progress made since its introduction, in 2015, the emphasis was on the need for line managers to visibly role model and champion behaviors in support of the four themes. This is particularly important with a view to DSM's new operating model. Successful implementation and adoption of these themes and behaviors will be instrumental to achieving the company's strategic goals.