Business culture is an essential component of business success, not just a "nice-to-have." This is as true for insurance and claims services as it is in any other sector.

Culture feeds into everything a company does, from employee engagement through to business development and sales. It can be easy to spot when a culture is toxic. But what should firms do to build a strong, positive culture? And how can larger businesses, particularly those with an international footprint, maintain a cohesive culture across different geographies?

Firstly, it’s important to consider what culture is. Culture relates to “why” and “how” a company operates, as opposed to the “what” it does. In other words, what is the mission and purpose of the organization, and how does this feed into the way in which employees act day-to-day, and how they relate to their team members and clients?

At McLarens, for instance, our mission is to deliver fair and independent outcomes to all our stakeholders. We do this by providing market-leading professional and technical expertise in a collaborative way and respectful environment.

If we lose sight of this purpose, for example by focusing too much on revenue or growth for growth’s sake, that could negatively impact our culture, both internally through unhappy staff and externally with unhappy clients.

So, what steps can companies take when trying to build a strong culture? Three stand out:

1. Define shared values
The first step in creating a strong culture is to define and communicate shared values. At McLarens, we’ve built our culture around core values such as accountability, excellence, respect, knowledge, teamwork and leadership. These values are more than words; they guide how we interact with one another, our clients, and stakeholders.

For these values to resonate, they must be embedded in every level of the organization. Managers play a crucial role in promoting these values, ensuring they are lived out daily. This top-down approach helps transform values from abstract concepts into practical actions.

2. Give your employees a voice
A key factor in fostering a positive culture is giving employees a voice. This is particularly important in a global company. Our global business, for example, has over 2,400 employees across 230 offices in 45 countries. It can be difficult to know what employees think, so we undertake a regular internal engagement survey to understand different aspects of engagement. For example, to what extent are employees satisfied with McLarens as a workplace, or proud to work for the company?

Engaging employees through surveys and feedback channels allows them to express their thoughts, concerns, and suggestions. Understanding the current state of the culture through employee feedback can help identify areas of strength and aspects that may need reinforcement. This approach encourages employees to feel valued and contributes to building a culture where everyone feels included and heard.

3. Develop an action plan
Once values are defined and employee feedback is gathered, the next step is to develop an action plan. These will differ from business to business. At McLarens, our action plan revolves around three key pillars; purpose, progress and place. With purpose, we encourage employees to positively impact people and communities. With progress, we provide opportunities for career development and growth. For place, we create meaningful impact within the organization.

By focusing on these pillars, we can adapt our processes, such as onboarding and training, to reinforce our culture. Tailoring the plan to different audiences – external candidates and internal associates – helps ensure that everyone, regardless of their role, feels connected to the company’s mission and values.

Laying the foundation for long-term success
Ultimately, prioritizing organizational culture is vital for business success. In a global environment, being intentional about shaping culture has a significant impact on both business performance and employee well-being.
By defining shared values, giving employees a voice, and developing actionable plans, companies within the insurance and claims services sector can build a culture that not only attracts talent but also drives long-term success.

Sonya Tolson is global chief people officer at McLarens. Opinions are the author's own.

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