[MUSIC] With a generative side of the organization we dive into the link between rationality and sense. The genuine and generous sides assure the confidence, the identity and the trust based collaborative dimensions. However, these attributes are not sufficient to build the Savoir Relier organization. Sense is what makes a difference. Sense is what drives organizations to the next stage, moving from innovation to influence. Sense is what brings everything together. It is the ultimate goal of the Savoir Relier organization. Sense for the people who work inside the company. Sense for the people that the company serves, its customers, and sense for society at large. Frederic will now explain the benefits of sense and value creation for Bla Bla Car moving forward. >> Having a sense of purpose helps to have motivation. So on a daily basis if you know why you are doing things, then you are super motivated to do it. So it is a sprint a run for us to have this sense of purpose and what motivates us is that we are actually optimizing the usage of cars. It could be optimizing any resource, but for us it's really optimizing the usage of cars. So diminishing the amounts of pollution, diminishing the consumption of fossil resources. And allowing people to actually meet each other and spend good moments together. So, those are the motivations, the high motivations that we have. It's bringing people together and it's optimizing consumption of resources. This gives us motivation on a daily basis. And what is true for the team at Bla Bla Car is it's so true for the community. We've made surveys recently that show that when people do ride share for the first time it's usually for financial reasons. At least it's It's a main motivation. And then the reason why they continue, the reason why when you start ride sharing you continue, is for social or environmental reasons. So people do ride share because they enjoy the fact that they are not alone traveling. And they do ride share because it diminishes the consumption of our resources and it's more ecological to be several in a car than just alone. And we are super-happy to see that those values which are the motivation of the entire company are also the values that motivate the entire community. >> Did you notice the passion with which Fred talks about the sense of purpose of his company? The energy and drive he places in the values that build sense for Bla Bla Car? And resonate with him? Can you recall the values Bla Bla Car relies on? What are the key words used by Frederic that resonate so well with our savoir-relier leadership approach? What are they? Community. Driving cars. Shared values. Self-awareness. Motivation. Yes, community, shared values, and motivation. And what is the first reason why people ride share? Try a new car? Economical reasons? Listening to new music? Meeting people? Or ecological reasons? Yes, the main reason is economical reason. Now, what are the main reasons why people ride share after the first experience? Yes, they ride share again for social and ecological reasons. Frederic Mazzella insists on the importance of building a sense pf purpose inside and outside the organization. To bring people together and create a sense of community. Just like the Savoir Relier community. The bonding spirit I have seen walking in the open space office of Bla Bla Car is indeed telling. And the people I have met inside the company all have the same open minded, energetic, passionate attitude. There's something of that energy embedded in our leadership approach. And you will see different versions of this genuine, generous and generative mindset in each of the four companies that have accepted to join this book as you will see later. I see Coursera as another great example of a Savoir Relier organization and Daphne with her teams is building this ecosystem of positive change. She will now tell us what her job entails in the day-to-day basis. And she keeps on pushing the organization forward with the same mindset as in the first days. >> It's challenging as an organization grows to maintain the same culture and the same level of communication that one had when there 20 people with a shared mission around the table. We're now close to 200 people. So how do we sustain that level of shared mission and communication and energy? One way is by hiring. We hire very specifically to mission. And everyone who joins us is here because they want to participate in this shared journey of opening up and creating access to education to everyone around the world. We also maintain that culture by having weekly All Hands where we stand up and we talk about the challenges that we're facing as an organization. People ask tough questions and we try to answer them transparently and honestly. So that everyone understands what we are facing and how we plan to overcome that. And finally we also maintain the shared mission in that every week at the end of All Hands we tell a learner story. And we talk about the challenges that that learner had to overcome and how what we've been able to offer them has been able, has allowed them to transform their lives. And that I think keeps all of us aware of why we're here and why we need to continue on that journey with the same level of energy and commitment. >> With these example in mind, I would like to share another experience and another perspective that Maurice Levy, for whom sense has been a driver all along his career. What do you think about the need for sense in the corporate world, Maurice? >> People have to know why the are working. And for which kind of company they are working. And also, the partners and the client have to understand what is the sense of purpose of this company? And they believe that it is extremely important. I would say even incredibly important, to have a sense of purpose of what the company is all about. We have tried doing all the 90 years of existence of Publicis to stick to our core values, and to give a sense of purpose to everything we are doing. >> So what would you say the sense of purpose of Publicis is? >> Sense of purpose is about the business. We want to create value for our clients. It is about our people we want to treat them as human beings with all the respect which is due to any human being. And there is this very strong idea of vive la difference, which is embedded into Publicis and the fact that we have a now purpose, something which is called in French because it is the most not translatable in English. Nous croyons en lhomme. And obviously, there are a lot of older values which are derived from this, like [FOREIGN]. And the fact that everything that we are going to do has to make sense for client then to create value for that. >> And how do you create a match between your own sense of purpose and that of the company? >> I'm passionate about the business. And they don't know how to separate the business from myself. Which is a big question for me. What is in my personality, something which has been acquired by building Publicis. And working at Publicis. And what have I brought to purposes from my inner qualities, if I have any. And as of today, I must say that it's extremely difficult for me to make the difference. What I can tell you that there is more than a match. It is for me exactly the same. Publicis and myself, we are so close. That it would be extremely difficult to separate what is coming from the company and what belongs to the man. >> I'm sure you have noticed the intensity with which Maurice talks about sense for him and for Publicis. As a leader and particularly as a Savoir Relier leaders he dedicates and he involves himself with passion, and this is a critical element of growth. This intensity and the sense of purpose you are building are also what transforms your organization into an institution, as we will now see with our next episode.
