Culture has always been a central topic at Hublo. The company was created and evolved in an environment strongly tied to impact. Its mission: to support and make easier the day-to-day work of more than 6,000 healthcare facilities. A responsibility that naturally shapes team commitment, their cohesion, and the meaning employees find in their work.
It is an undeniable strength. But with the organization’s rapid growth, this culture naturally becomes more difficult to embody consistently.
And gradually, a few gaps and transformative events appear:
Priorities that can vary depending on teams and their operational challenges.
Different ways of embodying the mission from one scope to another.
A new level of expectations emerges, and the ways of meeting them are not the same from one team to another.
And transformative events
As the company develops, these differences become more visible. The challenge for Hublo is no longer simply to share a common mission, but to ensure it is translated consistently throughout the organization to support a more demanding phase of growth.
Clarifying the gaps to better steer culture
The more the organization evolves and grows, the more the subject rises to the leadership and executive level. For Antoine Loron, CEO of Hublo, culture becomes a true strategic priority, and he decides to take it on directly without waiting.
“I am convinced that culture is not solely the responsibility of human resources, but a real driver of overall performance. By taking responsibility for it, it seemed essential to me to have a clear view of our starting point in order to define a relevant action plan, capable of addressing the key priorities.”
Antoine Loron, CEO of Hublo
The goal goes far beyond theoretical work. It is not about rewriting the company's values, but about understanding concretely what is happening within the organization. Identify the gaps between vision and reality, shed light on what is holding back execution on the ground, and build a clear roadmap to take action.
A clearer vision of teams’ day-to-day work and a plan to take action
To make the situation objective, The Dots supported Hublo with its Leadership Scan. The process begins with a series of qualitative interviews conducted with employees from different teams. The objectives are as follows:
Bring weak signals to light.
Identify gaps in how the vision and values are embodied.
Understand concretely how culture is experienced on a daily basis.
Based on this input, The Dots then built a quantitative audit adapted to the company’s specific context. The themes are customized, the questions adjusted, and the process is presented to teams during an All Hands meeting in order to establish a framework of trust and project employees into the next steps.
The communication plan around the survey is then designed jointly by Hublo and The Dots. The result: 80% response rate and qualitative feedback, providing a solid, honest, and representative basis for analysis.
The Leadership Scan findings are shared in several stages:
First with the executives.
Then with the Leadership Team.
And finally with all employees.
The goal is twofold: to give leadership a clear reading, and to show teams that their input directly informs the rest of the action plan.
“The Leadership Scan gave us a clear and structured reading of all the topics. We had a precise view of what our employees were experiencing and expecting.”
Antoine Loron, CEO of Hublo
Following The Dots' assessment, the topic was quickly integrated into management priorities, with the goal of defining and implementing concrete actions to structure the culture topic.
« The diagnosis created momentum. The challenge was now to define concrete actions with The Dots, and then embed them over the long term. »
Antoine Loron, CEO of Hublo
The Dots then designed and facilitated a prioritization workshop with a small group of key employees. This work makes it possible to connect the topics, structure the initiatives, and appoint owners responsible for bringing the actions to life on the ground.
Concrete action to move forward and accelerate company performance
This work marks a shift for Hublo. Culture is no longer just a values topic, but an operational lever integrated into company management. The entire company now has a common foundation to prioritize, make trade-offs, and structure actions over time (while also focusing on recruiting and onboarding an HR director).
At Hublo, culture thus moves from an important but difficult-to-manage topic to a real lever for action, clear, shared, driven by leadership, and embodied by employees.