Culture and values
What is Kulture?
A company culture is, in essence, intangible and therefore very difficult to describe. Culture is not decreed, but rather it is lived from day to day. It is the sum of all of our individual and collective behaviours, our habits, our rituals, our ways of interacting, and our tacit and explicit rules, i.e. everything that constitutes the way we work together.
Our culture is entrepreneurial and operational.
We trust our collaborators, which helps develop responsibility and autonomy in our teams. We encourage initiative and risk-taking and accept failures. Work is like skiing: if you don't fall over, you make no progress.
We are operations-focused and committed to action, speed, rapid testing and adaptation. We have no preconceived criteria, since we know that experience is often different to the initial idea.
And our values?
Culture is inevitably marked by common values. Obviously, everyone has their own values, but that does not stop us from striving to express the common basis of the values that unite us and guide the attitudes we wish to promote within the company. At KLB Group, these business values are performance, responsibility and pragmatism.
Performance is our original value. Like most entrepreneurs, we are terrified of the status quo and want to contribute to changing the world for the better. We seek this ambition for progress and we value all our collaborators. This ambition also implies a certain degree of humility, since any way forward begins by recognizing that we can do things better. It also requires a measure of performance, because without measurement it is not possible to know whether progress is being made. And systematically seeking to measure and improve performance, we also develop our capacity to engage: with ourselves, among ourselves within the team and with our partners, customers and suppliers. This is an extremely valuable asset to the company.
Responsibility goes both ways. It is expected and accepted.
We place our trust in our collaborators. We entrust them with the maximum responsibility they require and are willing to take on, i.e. lots of responsibility, because they have a great deal of common sense and a great deal of autonomy. We grant them freedom and resources, they find solutions to most of the problems themselves. To do this, we always need to state clearly who is responsible for what.
And, undoubtedly, the responsibility is taken on. We must be worthy of the trust placed in us, which begins by stating things as they are, without self-deception and without misleading our colleagues. They say that it is at difficult times that great leaders are recognized. And, in general, it is at difficult times when we recognize those who are responsible people, those who take on their responsibilities. And from day to day, responsibility is simply a matter of respecting others, be they colleagues, customers or suppliers, and thinking long term and in the general interest when acting and making decisions.
Pragmatism begins with the knowledge and acceptance of reality. We are big supporters of the famous quote by Yogi Berra, the famous baseball player and manager: “In theory, there is no difference between theory and practice. In practice, there is.” We are always seeking information as close to the ground as possible, without preconceptions, and while always bearing in mind that the difference is in the detail. And above all, we avoid idealizing situations. Things never go as planned. The resources we would like to have are not always possible. Pragmatism means permanently adapting to the situation in order to maximize the resources available. And keeping what works. It is a true talent.
We are firmly committed to our values and our corporate culture. We seek to preserve and develop them, because we are convinced that they make us all more effective and stronger, and allow us to grow and enjoy working together. And we ensure that management is exemplary and consistent with our values because these values are transmitted only through action and leading by example.