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July 2015
Saul Kornik
the supply: global distribution of physicians
the demand: hiv prevalence (by way of example)
21 out of 52
health districts
in south africa
3 600 health
10x sa medical
schools
5 000 managers,
evp improved,
culture co...
Actually,
I’m am not sure...
–
What they told me... What I found...
the WHY WHY WHY WHY
(try to) KNOW THYSELF
very soon a SOCIAL ENGINEER
INTEGRITY
COMMUNICATION
RESPECT
EXCELLENCE
INTEGRITY
COMMUNICATION
RESPECT
EXCELLENCE
How we
compete
How we “run
the business”
How we interact
and work
• 84% - culture is critical to business
success
• 60% - ...
682%
282%
901%
756%
16% 36%
74%
1%
Revenue
Growth
Workforce
Growth
Stock Price
Growth
Net Income
Growth
Strong cultures vs...
* John Kotter
How we do things impacts employees and external
customers, positively or negatively.
What is culture?
Customer Need
(rational and emotional)
Culture Customer Experience
What people want
(rational and emotional)
How people ex...
Articulate “how we do things around here” in a
measurable way?
Latent
(not visible)
Manifest
(visible)
Expression of purpose, values and mindset
Shared perspective that determines
respo...
Customer Need
(rational and emotional)
Culture Customer Experience
What people want
(rational and emotional)
How people ex...
Latent
(not visible)
Behaviours are our
purpose, values and
mindset in action.
Behaviours are observable
and therefore mea...
thanks
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
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UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements

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UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements

UCT Upstarts is the Vice-Chancellor’s Social Innovation Challenge. It’s a joint-initiative between UCT, the Bertha Centre for Social Innovation & Entrepreneurship and Super Stage. UCT Upstarts is igniting a ‘Student Start-up Nation’ by creating a parallel university experience – one that produces a generation of both graduates and social entrepreneurs - who solve real-world problems from campus, and launch start-up realities beyond it. UCT Upstarts is building a ‘Social Innovation Culture’ that literally does make Africa work better and is helping to create an ‘Innovation Economy’ that actually does create jobs – starting from campus!

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UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements

  1. 1. July 2015 Saul Kornik
  2. 2. the supply: global distribution of physicians
  3. 3. the demand: hiv prevalence (by way of example)
  4. 4. 21 out of 52 health districts in south africa 3 600 health 10x sa medical schools 5 000 managers, evp improved, culture codes over 10 million people per annum reached workforce planning retentionrecruitment AHP value proposition
  5. 5. Actually, I’m am not sure...
  6. 6.
  7. 7. What they told me... What I found...
  8. 8. the WHY WHY WHY WHY (try to) KNOW THYSELF very soon a SOCIAL ENGINEER
  9. 9. INTEGRITY COMMUNICATION RESPECT EXCELLENCE
  10. 10. INTEGRITY COMMUNICATION RESPECT EXCELLENCE
  11. 11. How we compete How we “run the business” How we interact and work • 84% - culture is critical to business success • 60% - culture is more important than strategy or operating model • 45% - culture is not effectively managed • 51% - their business’ culture is in need of overhaul Source: Booz & Company 2013 Global Culture & Change Management Survey Business Strategy Culture Operating model Winning in the market Is culture important?
  12. 12. 682% 282% 901% 756% 16% 36% 74% 1% Revenue Growth Workforce Growth Stock Price Growth Net Income Growth Strong cultures vs. weak cultures Performance change 1977 - 1988 Strong Cultures Weak Cultures • Drive consistent values and behaviours • Align the organisation • Motivate employees Source: “Corporate Culture & Performance” J.P. Kotter & J.L. Heskett, The Free Press 1992 Strong cultures: The strongest cultures also: • Fit with their business strategy • Are adaptive to their business environment
  13. 13. * John Kotter How we do things impacts employees and external customers, positively or negatively. What is culture?
  14. 14. Customer Need (rational and emotional) Culture Customer Experience What people want (rational and emotional) How people experience each other and the organisation What and how people respond to customers (delivery) © Engineer Your Tomorrow CC
  15. 15. Articulate “how we do things around here” in a measurable way?
  16. 16. Latent (not visible) Manifest (visible) Expression of purpose, values and mindset Shared perspective that determines responses and interpretations Principles that guide decision making and actions Deep and lasting reason for our existence Behaviours Mindset Values Purpose The Culture Code © Engineer Your Tomorrow CC
  17. 17. Customer Need (rational and emotional) Culture Customer Experience What people want (rational and emotional) How people experience each other and the organisation What and how people respond to customers (delivery) Behaviours Mindset Values Purpose © Engineer Your Tomorrow CC
  18. 18. Latent (not visible) Behaviours are our purpose, values and mindset in action. Behaviours are observable and therefore measurable. Manifest (visible) Mindset Delivering pragmatic solutions Values Passion Professionalism Integrity Innovation Unity Purpose The reason we exist is to help plan for, find and keep the workforce needed to deliver health for all Behaviours 35 I connect I keep people informed I deliver I lead for growth I plan AHP’s culture creates consistent positive experiences
  19. 19. thanks

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