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Sarah Mace - The better your culture, the better your user experience

The document discusses the importance of a positive organizational culture in enhancing services and creating environments where individuals thrive. It highlights the need for companies to adapt their cultures in response to modern challenges, citing the shift in the world and the necessity of aligning with human-centered values. The text emphasizes that organizations that successfully transform their cultures will improve both internal and external service delivery.

Technology◦

@SJMace
Better Culture = Better Services

“How did you wind up working in
organisational design?”
Loads of people

External impact Org improvement
Transformation

‘The world has
changed around us,
as we’ve been trying
to change the world’

“When a flower doesn’t bloom, you fix the
environment in which it grows, not the
flower.”
Alexander Den Heijer

“Organisations that have transformed their
cultures in response to the internet era will
provide a better service, inside and out.”
Me, today.

Sarah Mace - The better your culture, the better your user experience

1.
@SJMace Better Culture =Better Services
2.
“How did youwind up working in organisational design?” Loads of people
3.
2005-2015
7.
External impact Orgimprovement Transformation
9.
Principles
10.
Standards
11.
Experience
12.
Culture
13.
A culture wherepeople flourish
14.
Where did itall go wrong?
15.
‘The world has changedaround us, as we’ve been trying to change the world’
20.
“When a flowerdoesn’t bloom, you fix the environment in which it grows, not the flower.” Alexander Den Heijer
21.
Prosecco moments
22.
A human-centred hello
23.
Supporting more students
24.
Agile pop ups
25.
What can wedo?
26.
Use values asa force for good
27.
Help people
28.
Drop the Cbomb
29.
“Organisations that havetransformed their cultures in response to the internet era will provide a better service, inside and out.” Me, today.
30.
Let’s chat

Editor's Notes

#2 Intro to me, current role and a couple of past gigs
#4 Comms, Marketing, PR > Channel shift > Product strategy
#5 WOW moment - ways of working. More grumbles about trying to get things done outside of the team. Became clear that the team couldn’t do their jobs well and remain happy and motivated whilst operating in an org with more traditional wow.
#6 Studying at uni, you use a lot of old chestnuts and I studied org culture and design as part of my degree… little did I know how one chestnut would dominate so much of what I do now.
#7 I don’t think a digital strategy, or really any kind of strategy can exist to the side of a culture shift. Culture has to enable a strategy to sing. IMO a focus on culture at WOW needs to be a focus in the strategy.
#8 It’s all about finding that balance. As, you can of course make great changes to external audiences in the short term, but I believe we’ll always hit a ceiling to how far we can push that, how far we can innovate, if we don’t transform the orgs that we work within. You can get sucked into the internal stuff though, and it can be hard going. I think findings the balance, working on some products to get out there whilst demonstrating the wow and sharing with others things that might nudge the other side of the scales is a good place to be.
#9 You turn up on your first day…The job ad goes out, ‘Head of Digital’ etc - and often the focus of those roles is still channel shift. JD’s don’t often mention the internal challenges and changes that will be required to make an org really ‘digitally effective’. Essentially ‘they’re not really ready for you’.
#10 Design principles, access or experience principles etc - these things may be formed within a digital or design team, but if not used consistently across the org can give the user a fragmented experience - for examples, a candidate tracking system being selected by a team detached from the principles but needing that to be implemented in the org’s core platforms. Working outlaid - can clash with cultural norms and scare people
#11 Data, accessibility
#12 We know how to support the creation of better experiences for people, we know what good and bad feels like. Most people in orgs also know what’s bad, but they struggle to find a route through their issues and so just ‘work around them’. We can help. If we don’t value our internal experience, how can we value our external one?
#13 Culture - the origins coming from the French and Latin terms for caring and tending to soil for crops Current definitions include: The culture of a particular organisation or group consists of the habits of the people in it and the way they generally behave. The ideas, customs, and social behaviour of a particular people or society. Think about all the things that influence our culture; social media, TV, news reports, friends, family, education - what are the equivalent things in your org?
#14 When people flourish, so do their ideas and we know that ideas can improve our users’ experience.
#16 Organisations are not designed for the needs and expectations of those making change externally. The views and beliefs of leaders, don’t change quick enough to take account of shifting expectations.
#18 Road blocks. Can have big impact on peoples’ abilities and attitudes.
#19 First creative designer brought into org, given a PC. Not able to thrive, to flourish.
#20 The need to use subscription services, or purchase software in the round using evaluation frameworks and best in breed models. Doesn’t fit with some procurement processes and policies.
#23 A story of reinventing the welcome at JRF
#24 A story of breaking down barriers to advice at LUU
#25 A story of how little habits can nudge and budge culture
#27 Most orgs have values now, how do you see them used day to day? Do they feel relevant and relatable to your work. Often, they can back up a case for ‘better’ ways of working.
#28 Be interested in peoples’ problems, small wins, incubator projects and trojan horse opportunities
#29 How might we bake culture into our WOW? In retros, in 121s, in show & tells, in week notes - how might we talk more openly about our culture, the good the bad and the ugly and put our heads above the parapet to be part of the future, the evolved culture.

Editor's Notes

#2 Intro to me, current role and a couple of past gigs
#4 Comms, Marketing, PR > Channel shift > Product strategy
#5 WOW moment - ways of working. More grumbles about trying to get things done outside of the team. Became clear that the team couldn’t do their jobs well and remain happy and motivated whilst operating in an org with more traditional wow.
#6 Studying at uni, you use a lot of old chestnuts and I studied org culture and design as part of my degree… little did I know how one chestnut would dominate so much of what I do now.
#7 I don’t think a digital strategy, or really any kind of strategy can exist to the side of a culture shift. Culture has to enable a strategy to sing. IMO a focus on culture at WOW needs to be a focus in the strategy.
#8 It’s all about finding that balance. As, you can of course make great changes to external audiences in the short term, but I believe we’ll always hit a ceiling to how far we can push that, how far we can innovate, if we don’t transform the orgs that we work within. You can get sucked into the internal stuff though, and it can be hard going. I think findings the balance, working on some products to get out there whilst demonstrating the wow and sharing with others things that might nudge the other side of the scales is a good place to be.
#9 You turn up on your first day…The job ad goes out, ‘Head of Digital’ etc - and often the focus of those roles is still channel shift. JD’s don’t often mention the internal challenges and changes that will be required to make an org really ‘digitally effective’. Essentially ‘they’re not really ready for you’.
#10 Design principles, access or experience principles etc - these things may be formed within a digital or design team, but if not used consistently across the org can give the user a fragmented experience - for examples, a candidate tracking system being selected by a team detached from the principles but needing that to be implemented in the org’s core platforms. Working outlaid - can clash with cultural norms and scare people
#11 Data, accessibility
#12 We know how to support the creation of better experiences for people, we know what good and bad feels like. Most people in orgs also know what’s bad, but they struggle to find a route through their issues and so just ‘work around them’. We can help. If we don’t value our internal experience, how can we value our external one?
#13 Culture - the origins coming from the French and Latin terms for caring and tending to soil for crops Current definitions include: The culture of a particular organisation or group consists of the habits of the people in it and the way they generally behave. The ideas, customs, and social behaviour of a particular people or society. Think about all the things that influence our culture; social media, TV, news reports, friends, family, education - what are the equivalent things in your org?
#14 When people flourish, so do their ideas and we know that ideas can improve our users’ experience.
#16 Organisations are not designed for the needs and expectations of those making change externally. The views and beliefs of leaders, don’t change quick enough to take account of shifting expectations.
#18 Road blocks. Can have big impact on peoples’ abilities and attitudes.
#19 First creative designer brought into org, given a PC. Not able to thrive, to flourish.
#20 The need to use subscription services, or purchase software in the round using evaluation frameworks and best in breed models. Doesn’t fit with some procurement processes and policies.
#23 A story of reinventing the welcome at JRF
#24 A story of breaking down barriers to advice at LUU
#25 A story of how little habits can nudge and budge culture
#27 Most orgs have values now, how do you see them used day to day? Do they feel relevant and relatable to your work. Often, they can back up a case for ‘better’ ways of working.
#28 Be interested in peoples’ problems, small wins, incubator projects and trojan horse opportunities
#29 How might we bake culture into our WOW? In retros, in 121s, in show & tells, in week notes - how might we talk more openly about our culture, the good the bad and the ugly and put our heads above the parapet to be part of the future, the evolved culture.

Sarah Mace - The better your culture, the better your user experience

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