Presenting the VADEQUA Solution
A program for measuring and managing corporate culture
SUBJECT AREAS
Driving change
Vadequa can be used within the framework of driving business change: to help the culture develop, or to change management methods.
Mergers & Acquisitions
Vadequa can be used during mergers, acquisitions or business disposal operations in order to maximize the chances of success.
Recruitment
Vadequa can be used for the recruitment and integration of high performers into the business as well as for managing internal mobility.
Others
Vadqua can be used for other issues: commitment, loyalty development, psychosocial risks, reassignment, subsidiary and franchise development.
2. LET'S TALK CULTURE
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Culture refers the set of formal and informal factors that enable the analysis of a business's operation, and which escape the compulsory.
There is the visible: dress codes, colours, etc…. And the invisible: beliefs, portrayals, and values.
A culture is not set. It is a result, a permanent
construction that each person's influence helped to
make.
How are things going with you?
A simple definition
A dynamic culture
We can summarise culture as: "The way things are
done and experienced within a business."
3. THE STAKES OF CORPORATE CULTURE
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Some key numbers
A well aligned culture allows your
business to be more successful.
It is for this reason that we are developing
tools to stimulate the performance of
businesses by measuring, managing and
monitoring their cultures and values.
Sources : The Hay Group, Engaged Employees Boost Performance, 2001. James
Heskett & John Kotter, Corporate Culture and Performance, 1992. The Kelly Global
Index (KGWI), Acquisition and retention in the war for talent, 2012. Boston
Consulting Group, Realizing the Value of People Management, 2012. Leadership IQ,
Why New Hires Fail, 2005. Ross Blake, Retention Associates, 2007, Michael Page,
Global RH, 2013. Mercer : La culture et la gestion du changement dans les fusions
acquisitions, 2013.
MAKE CORPORATE CULTURE YOUR
DRIVING FORCE IN GROWTH
Businesses with
a strong culture
shared by
employees
perform 6X
better.
89% of
recruiting
failures are
not related to
skills.
For 67% of
businesses,
culture is a
current and
important
issue.
Employees that
share the
corporate
culture are more
committed and
are 48% more
productive.
Corporate
culture is the #1
factor that
candidates take
into account
when choosing a
company.
During mergers and
acquisitions, the
change in corporate
culture is the main
obstacle recorded
in more than 85%
of failures.
6x
48%
4. SUBJECT AREAS
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Vadequa can be used within the
framework of driving business
change: to help the culture develop,
or to change management methods.
Vadequa can be used during
mergers, acquisitions or business
disposal operations in order to
maximize the chances of success.
Vadequa can be used for the
recruitment and integration of high
performers into the business as well
as for managing internal mobility.
Vadqua can be used for other issues:
commitment, loyalty development,
psychosocial risks, reassignment,
subsidiary and franchise
development.
Driving change Mergers & Acquisitions
Recruitment Others
Where we step in
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An anonymous questionnaire on
culture and values intended for
the company's employees.
Online software (SaaS). No
installation required. Seamless
updates. Automatic back-ups.
An analysis of the data and a
detailed report written by experts
in organisational culture.
CORPORATE CULTURE AUDITAn ingenious system for determining corporate
culture.
Sample diagram
7. CULTURE AUDIT TIMELINE
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The various steps in the process
1 week
Configuration of Vadequa and
set-up of the questionnaire.
Data is collected from the
businesses using the
questionnaire.
Data processing and results
analysed by Vadequa experts.
Creation of a personalised
written report and
recommendations.
2 to 3
weeks
2 weeks
1 week
Overall duration
Between 6 and 7 weeks
Data collection
This is the only step with a
variable timeline.
8. CASE STUDY OF ONE OF OUR CLIENTS
Within the context of change management for a large banking group
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For a better understanding For an adaptive approach
+ A clear report + A detailed assessment
To compare and contrast
+ Differential analyses
For efficient action
+ Recommendations
9. CASE STUDY IN DETAIL
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Within the context of change management for a large banking group
Context
This banking group wanted to change the group culture in one of the European Union countries where they operate.
They also wanted to change their management methods and see if their current managers shared the same vision and
values.
Method used
An audit of all managers through the use of the Vadequa solution (culture, values, etc.). Once this assessment was
completed, an on-site consultant, partnered with Vadequa, assisted this business over the course of 6 months in order
to put in place Vadequa's recommendations (coaching, training). A final audit must be undertaken.
Reasons for success
The Vadequa assessment enables a scientific and objective point of view of the culture of a business to be obtained. If a
change in culture is desired, it is important to know how to measure it at the start and at the end in order to determine
if the approach taken has worked.
Results
The Vadequa assessment was able to precisely determine the different cultural issues within this group. The consultancy
was thus able to begin it's coaching and training in accordance with these results in order to respond effectively to the
problems discovered. An accompanying final assessment is expected shortly in order to measure the progress made.
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Evaluation of values, culture,
personality and motivations.
Online questionnaire (20 min)
Detailed report on the candidate
and his or her possible integration
into the business.
MEASURING CULTURAL FIT
An ingenious system
Sample diagram
12. VALUES WITHIN THE CULTURE
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VALUES
The Edgar Schein Model (2004)
ARTEFACTS
VADEQUA Solution
BELIEFS
13. CULTURE AND PERFORMANCE
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Key values
3
2
Motivation
SatisfactionWell-being at
work
Intentions of
an action
Psychological
Health
Loyalty
Development
Heighten Performance
Every person has his or her own unique system of
values. Directly related to emotions, it represents a
very real driving force behind behaviour.
Improving social quality
A person always wants to be in compliance with
their values. Their level of harmony with their
environment will lead to a state of
psychological contentment or suffering.
Responding to managerial concerns
Within a culture, values are the meeting point
between the business and its members. They
encourage the human dimension in the heart of
management.
Balancing
values
1
14. INDIVIDUAL/BUSINESS BALANCE
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The corporate culture model we use is
based on Quinn's competing values. It
is the most frequently used model
throughout the world because it is the
most scientifically tested.
Through culture
The system of values used by
Vadequa is based on the work of S.H.
Schwartz, who is considered an expert
in the field.
The personality model used is based
on the Big Five, also known as OCEAN.
It is the most pertinent model and the
most recognised among the
international scientific community. It
identifies the specific behaviours of
people using 5 major and universal
personality traits: Openness to
experience, Conscientiousness,
Extroversion, Agreeableness, and
Neuroticism.
Through values Through personality
How to predict it?
CBA
15. CORPORATE CULTURE
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The set of shared assumptions and beliefs that the group
has learned gradually as it solved its external adaptation and
internal integration problems, which worked sufficiently
well for it to be considered valid, and, consequently, is
taught to new members as the appropriate way to perceive,
to think and to feel with regards to these problems.
Definition of Corporate Culture
The Kim Cameron and Robert Quinn
theory of competing values (1989)
Definition and Model
Definition ModelDescription
Model Description
•Describes organisational dilemmas
•Two dimensions related to efficiency
16. VALUES
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These are the life goals of an individual, which
reflect what is important to him or her. Values
are often seen as the result of one's experience
and are relatively stable over time.
Definition of values
The Shalom Schwartz theory of
universal values (1987)
Definition and Model
Model Description
•10 basic values
•Universal
Definition ModelDescription
17. PERSONALITY
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The set of emotions, attitudes, and behavioural
customs belonging to one person.
Definition of personality
The Lewis Golberg Big Five
(OCEAN) personality theory (1990)
Definition and Model
Model Description
•Modelled on traits
•Stable over the course of adulthood
•Replicated in a wide variety of countries
•Obtained independently
•Empirically established using factorial analysis of
dictionary words
Definition ModelDescription
18. MOTIVATION
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Motivation is the set of factors determining the
actions and behaviour of an individual in order to
reach a goal or to undertake an activity.
Definition of Motivation
The Deci and Ryan self-
determination theory (1991)
Definition and Model
Model Description
•Based on 3 basic needs:
•The need for independence
•The need for competence
•The need for social belonging
•5 intrinsic motivations
•5 extrinsic motivations
Definition ModelDescription
20. VADEQUA
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An innovative start-up that's shaking up human resources
An HR solution by the same name is being developed by the Vadequa firm. This solution will allow
companies to measure and manage their corporate culture.
“ If you do not manage culture, it manages you, and you may not even be aware of the extent to which
this is happening.”
Edgar Schein, professor MIT Sloan School of Management.
+ Pioneer in culture
Since 2010
3 years of R&D
50+ clients
200+ users
15,000+ tests completed
Collaboration with two
research labs
A supported and award-
winning technology
A team of experts
R&D
Award-winner in the Oseo
competition, the Talents
competition, the Treveri
Market competition, and the
Coup de Pousse competition.
A multidisciplinary team
looking to innovation
INNOVATION EXPERTISE
Epsylon: laboratory of
workplace and organisation
psychology. LGI2P : laboratory
of mathematics and statistics.
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We are unique in Europe
Vadequa is the only European software
solution for culture issues.
We are culture experts
Vadequa is a specialised program
for measuring and managing
corporate culture.
We are scientific
Vadequa is based on methodology,
analyses, and tests developed by
researchers in psychology and
statistics.
OUR ADDED VALUE
A unique and innovative software approach
Pioneer and Leader since 2010
22. A RECOGNIZED TECHNOLOGY
Innovation and reliability
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Vadequa is an award-winner
of the Oseo and Ministry of
Research competition for the
creation of an innovative
business.
Vadequa is a Talents
competition award-winner,
in the innovation and
technology category.
Oséo
2012 Winner
Talents
2012 Winner
Vadequa won an award from
Treveri Market, in their
international competition for
start-ups.
Treveri Market
2013 Winner
Vadequa is a Coup de pousse
award-winner in the Equal
Opportunities category
Coup de pousse
2013 Winner
23. A TEAM OF EXPERTS
Looking to innovation
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Master Miage
Experienced as an engineer
for start-ups
Telecom Engineer
Experienced as an engineer
for large groups
+ Arnaud Knobloch
CEO, Co-Founder
+ Martin Delemotte
CTO, Co-Founder
MBA, EDHEC, Ensic Engineer
International sales manager
experience.
+ Arnaud Cousseau
Executive Sales Manager
DESS Finance
Corporate director
experience
+ Laurent Cardot
Board
