How Everysport Media Group activated a shared culture when three companies became one
Everysport Media Group was formed in the spring of 2016 following the merger of several strong digital sports media organizations. With the many different cultures, they needed to find a common ground from which to grow, and at the same time quickly and efficiently find a joint focus for both business and the organization was a whole. The organization was not very big, only about 80 employees, but was fragmented both geographically and culturally. Everysport Media Group was formed in the spring of 2016 following the merger of several strong digital sports media organizations. With the many different cultures, they needed to find a common ground from which to grow, and at the same time quickly and efficiently find a joint focus for both business and the organization was a whole. The organization was not very big, only about 80 employees, but was fragmented both geographically and culturally.
STRATEGY FOLLOWED BY ACTIVATION
The management at Everysport began with strategy work, where hypotheses for new values, vision and culture were developed based on employee surveys and workshops. The hypotheses were presented and balled back and forth at a number of physical workshops, where all employee groups were able to give their feedback before they were adopted by the board. This was followed by activation work, during which the employees began to transform the culture and vision into concrete activities linked to the company’s strategy.
“Hubbster met all of the wishes and requirements we had when we were looking for the right tool and the right activation partner. We knew that together we had the best conditions for creating engaging and efficient implementation work in the organization,” says Gustaf Karling, owner of Everysport Media Group.
ENGAGEMENT AND INITIATIVE IN THE ENTIRE ORGANIZATION
With Hubbster’s solution, Everysport was able to not only implement its new shared culture and vision more efficiently, but also provide ongoing, real-time feedback to management and strategies on how the new culture steered and met the strategic needs of a quickly growing business.
“We are a small organization that does not have the option of relying on external management consultants to implement a change project. Hubbster’s tool has a digital, integrated process that – like a management consultant – not only supported us through knowledge but also created room for the involvement and motivation we need to get employees on board. It has been incredibly good for us,” says Gustaf Karling.
The change project went under the name “Vägen mot visionen” [The Road to the Vision] and involved 12-week cycles during which concrete, relevant and achievable activities were created to gradually and strategically define the company’s culture and approach its challenger vision of a leading sports media company.
On average, the achievability of the activities produced was 77%, as evidenced by the high level of employee and ambassador engagement. Activities, actions and behaviors with a strong strategic relevance were continually fed back to the organization and affected the strategic process as it continued moving forward.
“Development of a company culture is nothing that you do over a year and then never think about again. There is a continuous fine-tuning involved, where keeping your eyes and ears open is one of the biggest factors to success. Through Hubbster’s solution, we were able to follow the real-time development of our culture – a prerequisite to a fast-growing company being able to succeed in a cultural merger,” says Gustaf Karling.
- 100% commitment from ambassadors/leaders.
- 75% employee involvement on average.
- Degree of implementation per activation stage/milestone on average 77%.
- Approx. 40% of the activities received a rating or 4 or 5 when evaluated.