Leading Agile and DevOps during the past 3 years at Amdocs, 27,000 employees company, made me realize that in big and complex organization relatively small issues are often not quite easy to solve. I learnt that sometimes in order to solve complex problems we can look for solutions on other disciplines. I understood that behavior is not a result of managerial instructions and not driven by the nice slogans written on the company walls. The hidden behavioral instructions that lays in every organization are actually the unspoken codes that dictates how decisions will be made, how new employees will be onboarded and how the communication will work. They determine if there will be room for innovation and continues improvements or not.

3. APPLYING GENETIC
ENGINEERING TO YOUR
ORGANIZATION DNA
Liat Palace

4. 2
34,000

5. 3
100,000

6. 4
WHO AM I ?

7. 5
WHY CHANGING CULTURE IS CRUCIAL?

8. LEARNT HELPLESSNESS

9. HOW CULTURE CREATED?
Learnt Passed on Environment
Hidden meaning of Company Mantras Co-workers imitation Hidden message of company processes

10. CHANGE CULTURE IN 5 STEPS

11. DIAGNOSEAND LOOK FOR“SMELLS”
FINDTHEORGANIZATIONSUBTEXT

12. PRIORITIZE

13. USE EXISTING PROCESS FOR IMPLEMENTING CHANGE
Tip

14. MAKE PEOPLE HAPPY ABOUT THE CHANGE
Tip

15. START SMALL AND ITERATE

16. MEASURE THE CHANGE
Tip

17. GET FEEDBACK

18. GET BETTER

19. 6 COMMON MISTAKES

20. WHY?

21. COMPETITION

22. COMMUNICATION PIPE

23. GLOBAL OPTIMIZATION

24. TOLERANCE TO FAILURE

25. ARE WE THERE YET?

26. HOW DOES 34,000 BECOME 100,000?
24

27. THANK
YOU
liatpal@amdocs.com
linkedin.com/in/liat-palace