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Is your culture digital ready?

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What it is, what it's not and three key things to get right.

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Is your culture digital ready?

  1. 1. IS YOUR CULTURE DIGITAL READY? NON-OBVIOUS CONNECTIONS BEYOND THE FLUFFY STUFF
  2. 2. KEY INGREDIENTS 1. LET’S DEFINE CULTURE 2. EMBRACING DUALITIES 3. IMPORTANCE OF A MODERNISED VISION 4. EVOLVING BEHAVIOUR
  3. 3. 1. LET’S DEFINE CULTURE (OR LET’S START WITH WHAT IT’S NOT)
  4. 4. IT’S NOT > WHAT EMPLOYEES SAY OR THINK IT IS Although feedback is important, this can be rooted in superficial observational statements. IT’S NOT > OUR VALUES ON A POSTER OR PLAQUE Remember African Bank? IT’S NOT > WHAT YOU WISH IT WAS Important, but should be defined as ‘aspirational culture’. African Bank's vision is to improve quality of life through affordable, convenient and responsible credit.
  5. 5. TRUE CULTURE IS THE WAY WE DO THINGS AROUND HERE THE COLLECTIVE BEHAVIOUR OF A COMPANY’S EMPLOYEES Damian Madray
  6. 6. TRUE CULTURE IS THE WAY WE DO THINGS AROUND HERE THE COLLECTIVE BEHAVIOUR OF A COMPANY’S EMPLOYEES Damian Madray DIGITAL READY CULTURE (TEST) IS THE WAY WE DO THINGS AROUND HERE PREVENTING OR ENABLING US TO ATTAIN OUR BUSINESS OUTCOMES < > AND GROW OUR PEOPLE IN A CONNECTED MARKETPLACE? Digital leaders < > do both
  7. 7. AN EXAMPLE OF A COMPANY GETTING IT RIGHT
  8. 8. NETFLIX (KEY OUT-TAKES) 1. OUR CULTURE FOCUSES ON HELPING US ACHIEVE EXCELLENCE (PEOPLE AND COMPANY) 2. BEYOND NICE-SOUNDING VALUE STATEMENTS, THE ACTUAL COMPANY VALUES ARE SHOWN BY WHO GETS REWARDED, PROMOTED OR LET GO 3. ACTUAL COMPANY VALUES ARE THE BEHAVIOUR AND SKILLS THAT ARE VALUED IN FELLOW EMPLOYEES 12,458,060 views on SlideShare 12,466,511 views
  9. 9. 2. EMBRACING THE DUALITIES OF A DIGITAL READY CULTURE
  10. 10. KEY ENEMIES OF FOSTERING A DIGITAL READY CULTURE • SENIOR LEADERS WITH RIGID MINDSETS WHO DON’T EMBRACE WHAT THEY DON’T KNOW (THIS IS THE WAY WE HAVE BEEN DOING IT AND WILL CONTINUE DOING SO) • HEADS OF DIGITAL WHO SEEK THE GLORY WITHOUT FOCUSING ON CROSS-SILO INCLUSION AND COLLABORATION • NOT UNDERSTANDING THE FOCUS AREAS AND KEY OUTCOMES (CUSTOMER EXPERIENCE IMPROVEMENT ?? / OPERATIONAL EFFICIENCIES ?? / BUSINESS MODEL EVOLUTION ??)
  11. 11. THE WORLD IS CHANGING FAST, BECOME COMFORTABLE WITH EMBRACING THE DUALITIES OF THE DIGITAL LANDSCAPE, OR YOU’LL BURN OUT OR GO MAD FAST PERFORMANCE AND MEASUREMENT OF EVERYTHING WHOLESALE ADOPTION AND UNDERSTANDING OF DIGITAL MEDIA AND TECHNOLOGIES PROCESS IMPROVEMENTS AND COORDINATING STAFF TO ATTAIN OUTCOMES MOTIVATED, PURPOSE-DRIVEN, INTUITIVE STAFF COLLABORATION, REVERSE MENTORING BETWEEN DIGITAL NATIVES AND TECHNOPHOBES FREEDOM AND ENCOURAGEMENT TO EXPERIMENT AND INNOVATE
  12. 12. EMPLOYEE PARTICIPATION AND FEEDBACK ARE KEY LEAN METHODOLOGIES ARE REPLACING OLD TEDIOUS ANNUAL SURVEY TO IDENTIFY BARRIERS AND IMPLEMENT CULTURAL CHANGES IN A MUCH MORE REAL-TIME, DATA-DRIVEN APPROACH
  13. 13. MODERNISED VISION
  14. 14. SHARED VISION OF A COMPANY’S DIGITAL FUTURE CULTURE IS TO EMPLOYEES WHAT BRANDING IS TO CUSTOMERS IF BRANDING IS THE PROMISE YOU MAKE TO CUSTOMERS, CULTURE IS THE OPERATING SYSTEM OF HOW YOU DELIVER ON THE PROMISE
  15. 15. SHARED VISION OF A COMPANY’S DIGITAL FUTURE CULTURE IS TO EMPLOYEES WHAT BRANDING IS TO CUSTOMERS IF BRANDING IS THE PROMISE YOU MAKE TO CUSTOMERS, CULTURE IS THE OPERATING SYSTEM OF HOW YOU DELIVER ON THE PROMISE KEY OUT-TAKE: FOR A DIGITAL READY CULTURE, A SHARED VISION AMONGST SENIOR LEADERS OF WHAT THE DIGITAL FUTURE OF A COMPANY LOOKS LIKE, INFORMS (AMONGST OTHER THINGS) THE NEW SET OF BEHAVIOURS REQUIRED (CULTURE = COLLECTIVE BEHAVIOUR OF STAFF)
  16. 16. SHARED VISION OF A COMPANY’S DIGITAL FUTURE INCREMENTAL VISIONS, GIVE INCREMENTAL RESULTS STRONG VISIONS INSPIRE AND CREATE NEW BEHAVIOURS
  17. 17. SHARED VISION OF A COMPANY’S DIGITAL FUTURE IT’S NOT ABOUT THROWING OUT THE OLD FOR THE NEW, BUT ABOUT BUILDING ON STRATEGIC ASSETS
  18. 18. SHARED VISION OF A COMPANY’S DIGITAL FUTURE IT’S NOT ABOUT THROWING OUT THE OLD FOR THE NEW, BUT ABOUT BUILDING ON STRATEGIC ASSETS
  19. 19. EVOLVING BEHAVIOURS
  20. 20. FOCUSED ON VS NEGLECTED BEYOND DESIGNING AND IMPLEMENTING NEW WAYS OF WORKING IN TERMS OF 1. PROCESS DIGITISATION 2. EMPLOYEE ENABLEMENT IN THE FORM OF IMPROVED WAYS OF COORDINATING, COLLABORATING AND SHARING 3. PERFORMANCE MANAGEMENT HUMAN FACTORS ARE OFTEN OVERLOOKED AND NEGLECTED
  21. 21. A SIMPLE FRAMEWORK FOR BEHAVIOUR CHANGE Adaptation of Adam Ferrier’s behaviour change model from his book: “The Advertising Effect” MOTIVATION EASE x SUCCESSFUL BEHAVIOUR CHANGE
  22. 22. A SIMPLE FRAMEWORK FOR BEHAVIOUR CHANGE MOTIVATION EASE UNDERLYING PRINCIPLES • MAKE IT MOTIVATING, MAKE IT EASY • FOCUS ON LEADERSHIP INITIATIVES AND LEADING BY EXAMPLE TO MOTIVATE AND COMBINE WITH NEW WAYS OF WORKING TO IMPROVE EASE • INTRINSIC DEFY EXTRINSIC REWARDS > NEW WAVE OF SUCCESSFUL COMPANIES ARE PURPOSE LED • BUY-IN AND ADOPTION FACILITATE ACTION AND NEW BEHAVIOURS • COLLECTIVE BEHAVIOURS ENABLE DIGITAL READY CULTURE x SUCCESSFUL BEHAVIOUR CHANGE Adaptation of Adam Ferrier’s behaviour change model from his book: “The Advertising Effect”
  23. 23. www.qdivision.cohello@qdivision.co AS THE LAST EMERGING MARKET, THE GLOBAL SPOTLIGHT IS ON AFRICA. WE EXIST TO CREATE A WAVE OF INNOVATION ACROSS THE CONTINENT BY MAKING DIGITAL LEADERSHIP AND BEST PRACTICE ATTAINABLE TO ALL.

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