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HOW TELUS USED COLLABORATION TO CHANGE OUR CULTURE AND DRIVE BUSINESS RESULTS BRYAN ACKER | @bryan_acker Culture Change Am...
Page 2 TELUS is a complex organization 44,000 employees Multiple countries Unionized work force More than a telecom Flexib...
Page 3 Why did we need to change?  Flat customer sat results  Frustrating career development process  Command and contr...
53 58 54 57 0 20 40 60 80 100 2007 2008 2009 2010 TELUS Employee Engagement “Say, Stay, Strive” How did we really know thi...
HOW DID WE CHANGE? Culture is your competitive advantage
6TELUS Confidential Customer Experience I Leadership SummitCustomer Experience • Page 6 Started with team members and then...
Page 7 We focused on people and culture Learning Leadership Collaboration Community Recognition Pervasive learning model T...
Page 8 Concerns Collaboration strategy  Employees don’t understand why collaboration is important  No easy mapping for i...
Page 9 Structure must enable purposeful collaboration collaboration• Must be meaningful to multiple teams and groups – Sea...
Page 10 What’s in it for me? Users need to understand not only why am I learning this but how can it help me do my job?
FROM THEORY TO EVERYDAY ACTION Culture is your competitive advantage
Page 12 Role model best practices and show the business what is possible Customers First Group Enterprise Business Service...
2 Live Webcast Live micro-blogging Habitat Videos
Page 15 Senior leader buy-in and regular visibility Are senior leaders role modeling the new collaborative behaviours? VLO...
Page 16 We are NOW open to new ways of learning
17TELUS Confidential Customer Experience I Leadership Summit TELUS Collaboration House
18TELUS Confidential Customer Experience I Leadership Summit Customers Quest
Page 19 Gamification of leadership development TELUS Ignite Speed Skating
20TELUS Confidential Customer Experience I Leadership Summit 200+ unique leadership conversations Strong focus on employee...
REAL CHANGE REAL RESULTS Culture is your competitive advantage
22TELUS Confidential Customer Experience I Leadership Summit 53 58 54 57 70 80 83 85 87 0 20 40 60 80 100 2007 2008 2009 2...
Page 23 Happy customers Lowest number of complaints when compared to other national wireless carriers in Canada.
Page 24 Curriculum Vitae Submissions 116 022 164 505 201 597 251 000 283 557 301 140 322 570 0 50 000 100 000 150 000 200 ...
Page 25 Absenteeism is on the way down Average Canadian rates TELUS Year Average all full-time employees For organizations...
Page 26 Global Leadership in Shareholder Return Year TELUS’ world ranking vs. incumbent telcos % points ahead of no. 2 pee...
Questions?
Visit www.telustransformationoffice.com Contact TTO@TELUS.COM
How TELUS used collaboration to change our culture and drive business results
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How TELUS used collaboration to change our culture and drive business results

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In this 30-minute deep dive, attendees will learn how a culture of collaboration helped TELUS transform how we supported customers, employees and drove business outcomes. Instead of positioning collaborative technology as the solution, TELUS worked to change the culture by introducing the behaviors and leadership model needed to truly become an organization that shared information and expertise across the enterprise.

Regardless of location (TELUS has 44K employees in 8 countries), role or tenure, TELUS team members were expected to demonstrate spirited team work. The deployment of collaborative technologies helped support the evolution from a closed, hierarchical model to a open, transparent culture where employees were empowered to help their peers and customers, develop their own career and

The results speak volumes – employee engagement went from 53%-87%, customer likelihood to recommend jumped 20% and share price more than doubled since 2010.

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How TELUS used collaboration to change our culture and drive business results

  1. 1. HOW TELUS USED COLLABORATION TO CHANGE OUR CULTURE AND DRIVE BUSINESS RESULTS BRYAN ACKER | @bryan_acker Culture Change Ambassador | TELUS Transformation Office Culture is your competitive advantage
  2. 2. Page 2 TELUS is a complex organization 44,000 employees Multiple countries Unionized work force More than a telecom Flexible work styles Diverse age ranges $12+ billion Vast product lines 13.7m+ customer connections
  3. 3. Page 3 Why did we need to change?  Flat customer sat results  Frustrating career development process  Command and control model  Employees felt they weren’t being heard
  4. 4. 53 58 54 57 0 20 40 60 80 100 2007 2008 2009 2010 TELUS Employee Engagement “Say, Stay, Strive” How did we really know things we’re bad?
  5. 5. HOW DID WE CHANGE? Culture is your competitive advantage
  6. 6. 6TELUS Confidential Customer Experience I Leadership SummitCustomer Experience • Page 6 Started with team members and then focused on “YOU” Continuing to foster our internal culture for sustained competitive advantage Putting Customers First to provide focus and direction for each role Putting customers first became our #1 strategic priority in 2008
  7. 7. Page 7 We focused on people and culture Learning Leadership Collaboration Community Recognition Pervasive learning model TELUS Leadership Philosophy Habitat Social and enterprise tools We give where we live® Many options for diverse groups Transformational drivers
  8. 8. Page 8 Concerns Collaboration strategy  Employees don’t understand why collaboration is important  No easy mapping for improvement  Subject matter expertise cannot be shared easily  Employees don’t develop the behavioural collaborative practices needed to fully adopt a new technology How could this impact our business?  Employees only understand how to use collaborative tools to perform specific tasks; organization won’t develop a culture of collaboration  Missed opportunity to develop informal coaching, mentoring and development communities  Without explaining the “why” behind using technology, employee adoption & usage at risk
  9. 9. Page 9 Structure must enable purposeful collaboration collaboration• Must be meaningful to multiple teams and groups – Searchable using multiple contexts – Scale to support various business lines & locations – Short learning curve Not all teams and business units are created equal. Our Needs The Result Multiple Learning Paths Job Families Role Values Attributes Work Styles Diversity & Inclusiveness Safety Technical Certifications
  10. 10. Page 10 What’s in it for me? Users need to understand not only why am I learning this but how can it help me do my job?
  11. 11. FROM THEORY TO EVERYDAY ACTION Culture is your competitive advantage
  12. 12. Page 12 Role model best practices and show the business what is possible Customers First Group Enterprise Business Service 2.0 Group
  13. 13. 2 Live Webcast Live micro-blogging Habitat Videos
  14. 14. Page 15 Senior leader buy-in and regular visibility Are senior leaders role modeling the new collaborative behaviours? VLOGS BLOGSMicroblogs SVP & President TELUS Retail LtdSVP Consumer MarketingRewarding early adopters with breaking news
  15. 15. Page 16 We are NOW open to new ways of learning
  16. 16. 17TELUS Confidential Customer Experience I Leadership Summit TELUS Collaboration House
  17. 17. 18TELUS Confidential Customer Experience I Leadership Summit Customers Quest
  18. 18. Page 19 Gamification of leadership development TELUS Ignite Speed Skating
  19. 19. 20TELUS Confidential Customer Experience I Leadership Summit 200+ unique leadership conversations Strong focus on employee engagement Addressing both technical and behavioural skillsTELUS Ignite Speed Skating
  20. 20. REAL CHANGE REAL RESULTS Culture is your competitive advantage
  21. 21. 22TELUS Confidential Customer Experience I Leadership Summit 53 58 54 57 70 80 83 85 87 0 20 40 60 80 100 2007 2008 2009 2010 2011 2012 2013 2014 2015 TELUS Employee Engagement “Say, Stay, Strive” “the TELUS employee engagement score is #1 globally amongst organizations of similar size and composition” -AON Hewitt Industry leading engagement results
  22. 22. Page 23 Happy customers Lowest number of complaints when compared to other national wireless carriers in Canada.
  23. 23. Page 24 Curriculum Vitae Submissions 116 022 164 505 201 597 251 000 283 557 301 140 322 570 0 50 000 100 000 150 000 200 000 250 000 300 000 350 000 2009 2010 2011 2012 2013 2014 2015
  24. 24. Page 25 Absenteeism is on the way down Average Canadian rates TELUS Year Average all full-time employees For organizations with >500 employees For unionized organizations absenteeism per full-time employee 2015 7.5 9.1 11.1 6.1 2014 7.4 9.0 11.3 6.2 2013 7.4 9.3 10.9 6.5 2012 7.7 8.9 11.0 6.8 2011 7.6 9.2 11.4 7.3 Reduction of ~ 100,000 days/year 7.9
  25. 25. Page 26 Global Leadership in Shareholder Return Year TELUS’ world ranking vs. incumbent telcos % points ahead of no. 2 peer 2010 #1 +18 2011 #1 +33 2012 #1 +64 2013 #1 +83 2014 #1 +43 2015 #1 +82 Since 2000, total shareholder return is 338%
  26. 26. Questions?
  27. 27. Visit www.telustransformationoffice.com Contact TTO@TELUS.COM

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