For a Hybridized Culture

In the new world that is emerging, the business culture of retail banking often appears to be at odds:

• Managerial, when it's all about innovation
• Slow -because cautious and cumbersome - when you need to transform fast
• The way we work is compartmentalized, whereas speed and innovation depend on fluid teamwork.
• Focused on itself, its sustainability, its profitability and its employees, rather than on its customers or the planet.

Of course, this culture has its explanations and advantages, in a sector that is historically stable, highly concentrated, highly regulated but risky by nature. However, this culture must necessarily evolve, which implies playing on both the formal dimension of the organization (organization chart, processes, objectives...) and its informal dimension (professional identities, behaviors, beliefs, rituals...).

There are 3 priority areas:

• Raising employee awareness of new challenges / know-how : Data, AI, Innovation
• Develop new cross-functional practices to streamline operations: managerial/collaborative practices, meeting management, e-mail management, project mode, etc.
• Disseminate the Positive Impact culture throughout the company and draw the necessary conclusions, from the company's raison d'être to its customer and societal commitments, via inclusion and well-being in the workplace.

This cultural adjustment will involve learning, the arrival and promotion of different profiles, new types of organization, new symbols and objectives, etc. It will take time, as culture is not a directly accessible object. It will therefore have to be managed over time