BTSR guidebook ~ Training & skills self-evaluation
QVC - Success through Culture
| Date: | May 2007 |
|---|---|
| Contact: | Dan Kerkel |
| Telephone: | 020 7705 7837 |
Development at QVC begins with a clear vision of what the business will look like in the future.
From the beginning, the Development Team guided the Executive Team through a process of creating a unique vision using Balanced Scorecard principles.
As a completed document, The QVC Vision provides high-level targets for all areas of the business and indicators for success. The Development Team also helps Line Managers translate The QVC Vision into local initiatives in all areas of the business. These are known as Blue Chips and contain sufficient detail to execute the identified projects and initiatives in a given calendar year. Training needs are ascertained both locally, based on pressing issues, and more globally, based on a long term view. The overall objective is to sustain our success by helping people develop their skills (see The QVC UK Vision http://corporate. qvcuk.com/aboutqvc/vision/).
Alignment is achieved by a series of formal meetings, brochures and videos, as well as informal discussions. Meetings emphasise collaboration and participation to build awareness and ownership. For example, a company video shows interviews with the Executive Team, who explain The QVC Vision in a conversational manner. During the Vision launch, the Executive Team invited all employees to listen to a presentation and ask questions directly to the Executive Team. New starters are exposed to The QVC Vision at induction and thereafter each new employee’s Manager or Team Leader speaks to them about how the work they do fits in with The QVC Vision. Throughout the year, business updates are provided that revolve around the vision and provide opportunities for all people to set personal goals in line with The QVC Vision. Informal conversations and discussions that take place in these meetings create alignment and generate ideas for the future.
The unique blend of a people-friendly culture and hard-charging business initiatives has been impressive in the results provided. Our customer perception scores are strong and rising, we continue to invest in our local communities, both in terms of infrastructure and jobs, and our charitable work with Breast Cancer Care has created a important partnership in different sectors.
From an internal perspective our people benefit from a friendly, energetic environment that allows them to be themselves. This was demonstrated recently when we received the results from the UK Great Place to Work survey sponsored by the Financial Times. It showed our strengths to lie in the softer side of the business. Our Management Team is seen as capable and honest, people are treated fairly, regardless of age, sex, race or disability, and we have a friendly, welcoming environment. Although we have plenty to work on, we have a solid foundation that can be felt instantly throughout the business.
It is clear that our culture plays an important but unseen role in our success by forging collaborative relations, creating energy and allowing people to be themselves, yet still feel part of the greater picture. We achieve this by striking a balance between an informal, friendly atmosphere and ambitious, formal business objectives.
“Success through Culture” is an ongoing programme, due to be substantially modified during 2009.
