A brand is brought to life by making sure that it is translated and coherent across every touch point, which means that our corporate strategy is supported by our brand strategy. This isn’t always the case when we look at our competitors. Brand is business so in our day-to-day work our focus is to clearly link them together. This goes beyond marketing and communications: it’s a key value to use in all our discussions, throughout the whole company, as everyone needs to be connected to the Atos brand.
How do you ensure Atos’ employer branding is successful in attracting talent?
MP: Great brands start from within, so as well as focusing on our corporate, commercial and product brand, we continually develop our employer brand. We have a well-defined corporate brand which has helped us to build our employer brand. I believe a strong employer brand is fuel for recruitment strategies and as we operate in a highly competitive market it’s important to manage the brand with the aim of attracting the right talents.
Atos is continuously working on its employer brand, from having a strong employer value proposition, defining personas to doing market research on the needs of our current and future employees. Working with institutions like the universities of Cambridge, Harvard, HEC and INSEAD, our strategic alliances (Siemens, Google Cloud), our global client base as well as our partnership with the IOC & IPC, all help to position Atos as a great employer.
How will the shift to the brand architecture which you are now deploying help brand harmonisation?
MP: Looking internally, Atos’ diversified structure meant there were high costs linked to maintaining numerous independent brands (70). The case for streamlining brand was strong, however, the decision to unify our brand architecture was not only driven by Atos’ continued customer-orientation, but the need for a brand inspired framework to guide future acquisitions and the ambition to position Atos as a strong global IT and technology brand. There was a strong financial argument for this change to brand architecture, for example driving synergies across the brand portfolio to deliver efficiencies.