For the Transport & Logistics division to succeed, the coming years will entail a significant shift in Maersk’s company culture – from one of competition to one of collaboration.
Casting a fresh eye on engagement is the first of many steps towards a more collaborative and high-performance culture across the business, says Lars Even Rasmussen, Head of Culture, Performance & Team Development.
“Synergies between brands are the talk of the town, but for them to materialise, we have to build stronger relations with each other,” he says.
“This means we have to take a new approach to engagement with a clear focus on how we make connections, engage in conversations and collaborate. We’re a networked organisation. Everything we do is interdependent, but for decades we have been operating on the basis of a company culture of individual accountabilities.”
From insight to action
The journey starts with the introduction of the new and simpler engagement survey, ‘Connections’, which marks a significant change in the company’s approach to engagement and performance.
“Managers tend to make engagement and performance all about survey results and scorecards. Improving engagement is not just about the numbers. It’s about how we put results and insights into action,” says Lars Even Rasmussen.
“The survey has been too focused on completion and getting a score, after which nothing happens. If we want to move to a new level of performance, we need to move to a new level of engagement. The new survey speaks more of the emotional attachment people have to their jobs. We need to be asking the right questions about how the employee relates to the company and the people he or she is surrounded by.”