Case studies

LIXIL

Embedding an innovation-led employee culture at LIXIL

Problem

LIXIL were forming a new group to bring together their brands and cultures across markets, driven by a series of changes in the global organisation.

This came with a unified vision from the CEO for a new purpose and set of employee values with entrepreneurship and creativity at the core.

But delivering on an innovative vision comes with significant complexity, particularly in a Japanese context.

This came with a unified vision from the CEO for a new purpose and set of employee values with entrepreneurship and creativity at the core.

But delivering on an innovative vision comes with significant complexity, particularly in a Japanese context.

Approach

We worked with LIXIL and MullenLowe Salt to translate this vision into a series of employee communications and initiatives, with our team focusing on Japan, aligning a diverse set of stakeholders around LIXIL’s new purpose.

Our process included depth interviews with stakeholders in Japan to understand their organisational context, culture, and how to enable behaviour change in the local market.

This led to the creation of unique employee content detailing LIXIL’s purpose in Japanese, as well as adapting global storytelling for LIXIL’s Japan based businesses.

Our process included depth interviews with stakeholders in Japan to understand their organisational context, culture, and how to enable behaviour change in the local market.

This led to the creation of unique employee content detailing LIXIL’s purpose in Japanese, as well as adapting global storytelling for LIXIL’s Japan based businesses.

Storytelling

Content created to engage employees around LIXIL’s purpose continues to be used across the organisation, including in annual sustainability reporting from 2020-2023.

Outcomes

Our key objective was to ensure all LIXIL employees understood the core philosophy and were able to embrace these behaviours in their work, shifting them along adoption and engagement curves.

To achieve this, changemakers were identified across the company and used to deliver the new company purpose, ensuring a sense of ownership and bringing these employees on the journey.

They helped co-deliver training programs which were a key part of the rollout strategy.

This approach resulted in substantially higher engagement rates among these employee cohorts, leading to long term retention and productivity gains.

To achieve this, changemakers were identified across the company and used to deliver the new company purpose, ensuring a sense of ownership and bringing these employees on the journey.

They helped co-deliver training programs which were a key part of the rollout strategy.

This approach resulted in substantially higher engagement rates among these employee cohorts, leading to long term retention and productivity gains.