Peachtree 2015 Annual Report Download - page 20

We identified in 2012 the need for global skills, for example global expertise in
pricing, and sharing what works well locally on a global basis. We also recognised
the value of establishing group-wide priorities such as developing global products and
leveraging a unified brand. Some progress has been made in these areas, for instance
the establishment of a global pricing team which shares best practicebetween
countriesand the launch in 2014 of a global brand campaign. We will celebrate
measured success where it has been achieved but recognise that we have further
to go in developing a consistent One Sage culture to support our strategy.
Our priorities
Our key priority is embedding the principles which guide a One Sage
culture, starting with puing customers at the heart of everything we do
and focusing on their success. One Sage is about working with pace and
agility, which helps us to not just deliver, but to overachieve. We have
introduced a global performance management system to harmonise
how we measure performance and set objectives (read more at page
53). Doing the right thing and making a difference extends beyond our
customers to our colleagues and communities, and we are increasing
engagement in this area with the launch of Sage Foundation (read more
at page 51). To deliver on our strategy, innovation has to be the new
normal. We are developing new ways of working collaboratively to
deliver compelling solutions and to focus on positiveoutcomes for our
customers. Chaer, an online social tool for colleagues to communicate,
has been introduced globally to facilitate collaboration; all of our people
on one platform sharing data and ideas.
Why it’s important
Establishing a global culture unlocks the power of our people and having
them all driving towards a common set of goals and principles enables
us to realise our ambition efficiently. Without a common culture,
success occurs in isolated pockets and progress is slow. We have
a privileged position serving so many customers and One Sage will
enable us to consistently delight them all.
The risks that could impact our success
As we introduce new ways of working, there is a risk of inconsistency
developingin our culture, which is relevant to all of our principle risks.
For example, our global brand must deliver a consistently excellent
customer experience at every touchpoint. Read more about our
Sage Brand principal risk at page 41.
How we will measure our progress
Internally we will use multiple qualitative measures, surveysand
focus groups to track progress in areas such as brand strength
andemployee engagement. One Sage supports our entire strategy
and enables all the other strategic pillars, therefore does not have
association with any single measure in the KPI suite.
One Sage
New ways of working collaboratively, at pace
Strategy continued
“One Sage empowers our colleagues to live our values and place customers at the
heart of our thinking and actions. Our winning culture drives ambition, simplification
and bias for action. We feel immense pride in puing our customers first.”
— Stephen Kelly, CEO
18 The Sage Group plc | Annual Report & Accounts 2015