Collaborate to differentiate
This mission-led value proposition is not, in isolation, sufficient to drive cultural change. “We have amazing people and scientists, but we believe our greatest impact lies in fostering a culture that celebrates collaboration and community, where we can be both unique and united,” says Kowalski.
To this end, Novartis has changed the language it uses to talk about itself, beginning with its core mission statement. The company had, for some time, described its purpose as “reimagining medicine,” but it has recently amended that tagline to the more collaborative and inclusive “reimagining medicine together.”
“We have made a concerted effort to create a culture that our people can name and talk about,” Kowalski confirms. “The culture of Novartis is about being inspired, curious, and unbossed with integrity.”
Kowalski believes that this language cuts through. “We talk about holding each other accountable and making each other extraordinary,” he explains. “We want people to be able to put into words what it means to work at Novartis and be part of a community of changemakers who challenge and support each other to push the limits of what’s possible.”
Such messaging can have a powerful impact, both internally and externally. Novartis has worked hard to communicate its cultural values via channels ranging from its sales and marketing material to the content it publishes on professional networks such as LinkedIn. As well as letting broader society know what this business is about, it’s a way of conveying a “value promise” to potential candidates.
As such, Novartis’ focus on culture is a key differentiator in its battle to attract and retain new talent. Recruits often talk about how impressed they have been with Novartis’ work environment, Kowalski says. They’re attracted by the opportunity to be part of a unified team working toward a common goal.