Skip to 0 minutes and 2 seconds Royal Enfield has a really great approach and an interesting approach in terms of national culture impacting the organisational culture, and that’s not just from the British side. Originally Royal Enfield started over a hundred years ago here in Redditch in the UK, and in the 1950s was purchased by an Indian company and has been in production in India since the 1950s. It had a real revival around 2015 from our CEO, who really, really influenced the culture at Royal Enfield. Regarding the UK national culture I’ve been here pretty much from the start from the HR side since around 2016, and we were implementing the Indian culture and way of life into the UK side when we first started.
Skip to 0 minutes and 58 seconds My role has really been about identifying what global strategy we can apply within our local market. I’m the custodian of all things UK here, so for example pay and compensation structures in India can vary from those people traditionally find in the UK. That has an impact on your ability to recruit into the UK, and also expectations of candidates who’ve got experience of the local industry and market. Other examples of this are around performance management, and I guess that leads into communication style as well. In the UK we tend to be fairly direct, dare I say it lean towards the pessimistic side as a nation sometimes. But the Indian culture is much more optimistic, and a very different way of life.
Skip to 1 minute and 45 seconds Many of the areas of India are still developing, and there are very different expectations and attitudes towards life. We are quite, as a nation I would suggest, and without leaning on stereotypes, direct in the UK, whereas the Indian culture is to be softer and take a softer approach and that really does shape our culture. One of the things as an HR manager I’ve had to really adjust to, particularly moving from Aston Martin – manufacturing, very process driven and very good at adherence – is to move into this softer, gentler environment where things are more considered and not necessarily always black and white.
Skip to 2 minutes and 20 seconds At Royal Enfield we like to consider ourselves an organism rather than an organisation, so it really is a different way of being, and that does have to influence your HR strategy locally. Finding that balance between expectations and the needs and desires of the UK staff - versus that global culture - and trying to blend those together is what my role really is all about. Being the custodian and the local expert on legislation, it’s about making sure that we’re compliant, but trying to underpin that with our global culture, which is a much softer and paternalistic approach to the leadership. At Royal Enfield employees are really encouraged to embrace our culture and values at every touchpoint, all the way from hiring.
Skip to 3 minutes and 12 seconds We have an internal magazine, which is produced on a quarterly basis, which is to share with family and friends to let everyone know what’s happening across the group. And we substantially discount the ‘learn to ride’ scheme, so we get people on motorbikes as soon as possible. It’s really important that we, as employees, engage with the customer experience and really understand what the emotional connection is with the product. We like to give people freedom, so when it comes to setting objectives and tasks we like to clearly outline what we’d like the outcome to be and timeframes etc, but give people the freedom to express their own way on how that is delivered.
Skip to 3 minutes and 50 seconds I think that is a really engaging, hands-off, paternalistic leadership style. We encourage people to learn through making mistakes as an area of growth. People want to give their best to Royal Enfield. We’re a design-led business, we have a very emotive product and whether you love motorbikes or not it’s very difficult not to feel connected to what it is that we’re all trying to collectively achieve.
How do companies use organisational culture to achieve their goals?
In the last step, we introduced the concept of organisational culture. In this step, we will look at how organisations use culture as part of their company strategy.
Watch Emily Luntley, HR group manager at Royal Enfield, share her insights on how global strategy can be applied within a local market.
Listen to her explain how Royal Enfield see themselves as an organism rather than an organisation and how their softer, hands-off and paternalistic global culture helps them achieve their goals.
If you were the CEO of an international firm, what organisational culture would you promote and why?
How do you think your own cultural background, such as national culture, has influenced the organisational cultures that you would promote?
Share your responses in the comments and discuss some of those left by your fellow learners.
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