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WORK FORCE WORK A JOURNAL OF COMMU TE RELATIONS ISSUE 13 2017 BRUNSWICK REVIEW BRUNSWICK m ISSUE 13 m 2017 WORK FORCE PAUL STEIGER YVES MORIEUX SOUTHWEST AIRLINES MARS LINKEDIN ANT FINANCIAL Brunswick Group OFFICES Brunswick Group COMPANIES abu dhabi hong kong rome brunswick arts Office 506 12/F Dina House Piazza del Popolo, 18 16 Lincoln’s Inn Fields Park Rotana Office Complex 11 Duddell Street, Central 00187 Rome London WC2A 3ED Twofour54 Hong Kong SAR Italy United Kingdom PO Box 77800 T: +852 3512 5000 T: +39 06 36712806 T: +44 20 7404 5959 Abu Dhabi F: +852 2259 9008 F: +39 348 7098590 [email protected] United Arab Emirates [email protected] [email protected] www.brunswickarts.com T: +971 2 234 4600 F: +971 2 245 1401 johannesburg san francisco merchantcantos 23 Fricker Road One Bush Street 16 Lincoln’s Inn Fields [email protected] Illovo Boulevard, Illovo Suite 1400 London WC2A 3ED beijing Johannesburg San Francisco, CA 94104 United Kingdom 2605 Twin Towers (East) South Africa USA T: +44 20 7242 1336 B12 Jianguomenwai Avenue T: +27 11 502 7300 T: +1 415 671 7676 F: +44 20 7936 7788 Beijing, 100022 F: +27 11 268 5747 F: +1 415 671 7677 [email protected] People’s Republic of China johannesburgoffice sanfranciscooffice www.merchantcantos.com T: +86 10 5960 8600 @brunswickgroup.co.za @brunswickgroup.com the lincoln centre [email protected] london são paulo 18 Lincoln’s Inn Fields berlin 16 Lincoln’s Inn Fields Avenida Dr. Cardoso de Melo London WC2A 3ED Taubenstraße 20-22 London WC2A 3ED 1.340 - Sala 42 United Kingdom 10117 Berlin United Kingdom Vila Olímpia T: +44 20 7936 1300 Germany T: +44 20 7404 5959 São Paulo SP F: +44 20 7396 3535 T: +49 30 2067 3360 F: +44 20 7831 2823 Brasil 04548-004 [email protected] F: +49 30 2067 3366 [email protected] T: +55 11 3076 7620 www.thelincolncentre.co.uk [email protected] milan [email protected] brussels Via Solferino, 7 shanghai Avenue des Arts 27 20121 Milan Room 2907, 1040 Brussels Italy United Plaza Belgium T: +39 02 9288 6200 1468 Nan Jing Road West T: +32 2 235 6510 F: +39 02 9288 6214 Jing’an District F: +32 2 235 6522 [email protected] Shanghai 200040 [email protected] People’s Republic of China mumbai T: +86 21 6039 6388 The Capital chicago [email protected] 300 North LaSalle Street 814, 8th Floor Suite 2260 C-70, G Block, Bandra Kurla Complex singapore Chicago, IL 60654 Bandra East 6 Battery Road USA Mumbai 400 051 #16-06 Singapore 049909 T: +1 312 800 8120 India T: +65 6426 8188 [email protected] T: +91 22 61358500 F: +65 6426 8199 [email protected] [email protected] dallas 200 Crescent Court munich stockholm Widenmayerstraße 16 Fourth Floor Suite 1850 80538 Munich Birger Jarlsgatan 15 Dallas, TX 75201 Germany 111 45 Stockholm USA T: +49 89 809 90 250 Sweden T: +1 214 254 3790 F: +49 89 809 90 2555 T: +46 8 410 32 180 F: +1 214 254 3791 [email protected] F: +46 8 611 00 56 [email protected] new york [email protected] dubai 245 Park Avenue vienna Level 5 14th Floor Concordia Haus Gate Village Building 10 New York, NY 10167 Bankgasse 8 PO Box 506691 USA 1010 Vienna Dubai International T: +1 212 333 3810 Austria Financial Centre F: +1 212 333 3811 T: +43 1 907 65 10 Dubai [email protected] F: +43 1 907 65 10 40 United Arab Emirates [email protected] T: +971 4 446 6270 paris F: +971 4 560 9601 69 Boulevard Haussmann, 6th Floor washington, dc 600 Massachusetts Avenue, NW [email protected] 75008 Paris France Suite 350 frankfurt T: +33 1 53 96 83 83 Washington, DC 20001 Thurn-und-Taxis-Platz 6 F: +33 1 53 96 83 96 USA 60313 Frankfurt am Main [email protected] T: +1 202 393 7337 Germany F: +1 202 898 1588 T: +49 69 2400 5510 [email protected] F: +49 69 2400 5555 [email protected] it is, perhaps, somewhat overdue for us to spend an issue of the Brunswick Review focusing on one of any CEO’s and leadership team’s top priorities: the human dimension of great performance. We spend a lot of time dealing with external factors. So many are significant and fast- changing, creating massive uncertainty and complexity. However, the business of engaging people within organizations is going through just as profound a change as the worlds of technology and capital markets. We know that everybody could contribute more and perform better SIR ALAN PARKER given the right motivation and environment. Our problem is how to CHAIRMAN, achieve this. What’s exciting is that attitudes are changing, partly as a BRUNSWICK GROUP result of new ways of working, and also because technology has torn down many of the barriers that prevented leaders from speaking directly to colleagues, creating new opportunities to inform, share and inspire. Many organizations are powering up engagement with stakeholders by recognizing we are in the age of networks and conversations. Conversations taking place internally are now integrated with external ones, and this presents huge opportunities through new channels and platforms. These can be used not just to make pronouncements or answer questions, but to develop and keep live dialogues going, which can be empowering for everybody involved. The art and science of engaging in productive conversation is very different from the old business of broadcast communications. Using technology alone doesn’t necessarily deliver that shift, but it can help us recognize how and where the conversations are taking place, and where the heat in them resides. A significant part of what we hope we’re achieving through better engagement is increased productivity. Again, however, it’s not as simple as adding new approaches and technology. One of the great unexplained mysteries of our time is how, with all our new tools, productivity growth in the OECD countries has slowed and stubbornly resists improvement. At our Brunswick gathering this summer, Yves Morieux from BCG gave a brilliant exposition of the power of commitment and collaboration, The business and I’m delighted we have an excerpt from his speech in the Review. His conclusion is deceptively simple: “Companies need to produce of engaging something called ‘satisfaction at work.’” people within A key component of sustained performance is recognizing the organizations is importance of a purpose, or an organization’s “why.” That “why” is the crucial part of any story but is too rarely articulated or shown in action. going through There’s a naval adage: direction is important but movement more so. just as profound Momentum facilitates change. Pointing alone doesn’t get you there. Creating a positive, productive culture, with a shared sense of a change as ownership, requires constant effort and invention. Across the world with the worlds of our clients, we see more creativity and commitment to this crucial area. I technology and hope this edition offers provocations, illustrations and examples that are PHOTOGRAPH: DAVID REES DAVID PHOTOGRAPH: useful and inspiring. capital markets brunswick review · issue 13 · 2017 3 WORK FORCE ISSUE 13 CLOUD NINE CULTURE 24 Cheryl Hughey, Managing Director of Culture at Southwest Airlines, talks about avoiding complacency SPOTLIGHT SECTION MIND THE PRODUCTIVITY GAP 6 ARIANNA HUFFINGTON What Boston Consulting Group’s Yves 16 would happen if people couldn’t Morieux on why better technology hasn’t led to more productivity 9 email you on vacation? MUHAMMAD ALI AS CEO “The SPACE FOR LIFE Greatest” struggled to manage the WeWork co-founder Miguel 21 commercial side of his success McKelvey writes about making OPEN FOR BUSINESS Prominent engagement “hyper-personalized” 16 CEOs speak out for LGBT rights OWNING ENGAGEMENT HAPPINESS POLICY The UAE has There’s a proven way to get 28 created a new government post: employees to act like owners. the Minister of Happiness Make them owners, via an ESOP SUSAN GILCHRIST INSIDE INDIA’S WORKPLACES 13 Brunswick’s CEO writes, “be the Employers in India struggle to fill 29 employee you want your employees vacancies despite sky-high to be” unemployment among the young 29 CHIEF EMPLOYEE OFFICER UNDERGROUND WORKFORCE 14 The leaders of Brunswick’s How do you communicate with 31 employee engagement offer on why employees too far below ground to it’s a priority for leaders use phones or radios? 4 brunswick review · issue 13 · 2017 WORK FORCE ISSUE 13 MY FAIR EMPLOYEE INTERVIEW: ANDY PHAROAH 33 A large body of science shows that Mars, the chocolate and petcare 58 leaders tend to get what they leader, appears on a host of “best expect from their teams places to work” lists. We asked: how? WINE BAR THEORY THE GOOD HANDS EMPLOYER 37 Author David Gilbertson asks Allstate’s Lisa Aronson talks about 62 what happened to simplicity and the company’s approach to common sense in the workplace 56 engaging its 35,000-plus workers I FOUGHT THE LAW, AND I WON UNION PACIFIC 38 Lynn Tilton, Chairman and CEO of The legendary railroad helped shape 64 Patriarch Partners, on her legal a continent. Today that history victory against the SEC still motivates employees LINKEDIN’S CULTURE CODE TRANSLATE TRANSFORMATION 40 The Managing Director of LinkedIn Employee engagement and 66 Asia Pacific says its “collective innovation are two sides of the same personality” is its driving force coin for leaders around the globe ANT FOREST SPRINKLR 44 A Chinese fintech giant named