creating the right culture final
TRANSCRIPT
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Creating the Right Culture: Making culture a real source of
competitive advantage
RBL InstituteSingapore
14-15 November 2019
Dave Ulrich [email protected] Joe Grochowski [email protected] Kem Low (PSD) [email protected] Ginger Bitter [email protected] Darryl Wee [email protected]
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November 2019: Creating the “Right” Culture © The RBL Institute
Day 1 OverviewModule Topic/content
1Introduction
Welcome: RBL history / Institute overview. Overview of questions
2Importance of culture for
HR
What role(s) does HR play in shaping the right culture?Who is ultimately accountable for the right culture?
Break
3Culture defined
What is the evolution of culture thinking?
How do you define the right culture?
4Business case for right
cultureWhy does the right culture matter for results?
Lunch
5Changing a culture
What do we want to be known for by our best customers in the future?
How do we build an intellectual agenda (top down common message)?
How do we build a behavioral agenda (bottom up empowerment)?
How do we build a process agenda (side to side enablers)?
How do we build a leadership agenda (brand throughout)?
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Day 2 Overview
Module Topic/content
6Review and synthesis
Do a recap of Day 1 and synthesis
7Smart Nation: Singapore story
How is Singapore creating the “Smart Nation” culture? (Peck Kem)
8Implementing a culture
How do we create a culture change initiative?
How do we apply a pilot’s checklist of change to culture change?
How do we get culture change to be sustained?
Lunch
8Speed teaching
Discussion of topics not yet covered
9Action planning
What happens next as a result of this Think Tank?
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expectations
everythingwe do.
customer
drive
We use customer and investor perspectives
to guide our work. This outside-in approach
helps our clients focus on the capabilities
that matter most and creates sustainable
competitive advantage. Together, we create
increased leadership effectiveness, greater
HR impact, and more effective and efficient
organizations, leading to bigger wins in the
marketplace.
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We build leaders (individual competency) and leadership (organizational
capability) that increases customer and investor confidence in your ability
to deliver the right results.
We identify and design the capabilities that drive your business and
create distinctiveness with customers and competitive advantage in
the marketplace.
We help transform your HR department and professionals into value-
driving business partners who deliver greater value to employees,
customers, and investors.
Leadership & Talent
Strategic HR
Org. Strategy & Transformation
How we do it.
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PUBLICATIONS
Consulting
Education
Assessment
RESEARCH PRACTICE
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We help companies worldwide
turn ideas into impact and win in
the marketplace.
Provo
Miami
New JerseyLondon
Dubai
Singapore
Copenhagen
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Participating Companies Include:
• 4 Institute Think Tank Sessions
• 2 CHRO Summits
• 10 Best Practice Sharing Calls
• Access to the RBL Institute Library
• Original Research/Intellectual Property
• 4 Think Tank Webinars
"The RBL Institute offers outstanding thought leadership, innovative practices and a rich global
network of HR Leaders - they are a responsive sounding board and advisor for me and my leadership
team, and are helping us to be a world-class HR organization."
– Jill B. Smart, Former Accenture CHRO & Current President, NAHR
Air New Zealand
BASF
Credit Suisse
Hilton Worldwide
IKEA
Intel
Mars, Inc.
Northrop Grumman
Rio Tinto
Sanofi
Yum! Brands
RBL Institute: Member Benefits
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We are focused on providing ideas with impact.
• Think Tank organization focused
on senior HR professionals
• Research-based content
• HR Strategy
• Talent
• Leadership
• Culture
• Organization Strategy &
Transformation
• HR needs to know how to add
value to the business
• HR needs to have a point of view
• HR needs to have tools to position
the business to win
• In-person workshops led by
Dave Ulrich
• Best practice calls that are
combined with theory to produce
white papers/IP
• Networking with other HR-
focused organizations
HOWWHYWHAT
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Key RBL Thought Leadership
Upgrading HR Competencies Study
• 30 years of data
• HRCS Round 7: (2015-16) over
30,000 global participants
• 9 key competency domains
• Most comprehensive and rigorous
empirical review of HR
competencies and outcomes
Redefining Organization Capability
• Redefining organizations as
bundles of capabilities
• Shaping an organization culture
to match customer needs
• Building the innovative
organization (market-oriented
eco system or MOE)
Delivering HR Transformation
• Original thought leaders
of transformation
• 4 phases: Why, So What, How
do you do it, and Who does it?
• Outside-In: Focus on aligning
with external stakeholder
expectations for a compelling
case for change
Creating Leadership Value
• Based on hundreds of interviews,
360s, and the compilation of
leadership studies
• Core set of behaviors that every
leader needs, cuts across industry,
geography, and level of career
• Line leadership to customer brand
and investor value
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Member Benefits: Learning Events*
Think Tanks
• 2-day learning events facilitated by Dave Ulrich
• 4 sessions per year, 3 seats per company per session
• 2 global locations, 2 US locations
• Topics selected based on RBL Institute CHROs’ input
• 10 Best Practice calls annually• Facilitated dialogue with 5-8
RBL Institute member companies
• Combines theory with practical experiences
• 1 participant per call (there can
be other silent listeners)
Mini-Forums
*All learning events are attended by company-nominated participants
CHRO Sessions
• 2 sessions each year for the top HR leader (reserved for
CHROs)
• One Master Class session in Europe; One CHRO Summit at Dave Ulrich’s home in Utah
• Opportunity to network with other CHROs and discuss current business challenges, HR challenges, best practices, and hot topics
• 4 webinars annually (one after each Think Tank session)
• Summarizes Think Tank discussion
• Introduces and reviews the session Playbooks and Toolkits
• Open to all RBL Institute member employees
Webinars
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We create a learning record from each of our2-day Think Tank sessions.
They are 30-40 pages of great material that is available for everyone who didn't attend.
Playbooks
Our “Mini Forum” calls focus on best practice sharing that we take and combine with theory to produce a 4-5 page white paper that you can share throughout your organization.
White Papers
Short PowerPoint pitches with key ideas from the Think Tanks designed to be used as training for HR teams, individual paced learning, coaching with managers, etc.
Each Toolkit has an accompanying video from Dave Ulrich or other Think Tank faculty members explaining the concepts.
Toolkits
Beyond the IP we produce in the RBL Institute you also receive access to articles and videos that our partners and principal consultants publish.
Other IP
After each Think Tank session, a webinar discusses the session topic.
The Playbook and Toolkits are introduced and reviewed.
Webinars
• Access is available for all employees
• Register for access at www.rbl.net
• You must use your work email to get access
ACCESS
The RBL Institute’s Online Research/IP Library
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Sample of IP available on the RBL Library
• Trends in Talent
• Leadership Code 2.0
• Mindfulness & Growth Mindset
• Agile Talent
• The Leadership Capital Index
• What’s Next in Performance
Management?
• Strategic Workforce Planning
• Leadership Sustainability
• Building a Strong Leadership Bench
• Developing HR Leaders
• Leadership Brand
Leadership & Talent
• Emerging Innovative Organizations
(MOEs)
• Building a World Class HR
Department
• Victory through Organization
• The Business Partner Model Past and
Future Perspectives
• Organization Design and Managing in
a Matrix
• HR Transformation
• Sustaining Innovation
• Globalization and Emerging Markets
• Making Change Happen
• Organizational Capabilities
Organization Strategy
• Impact of Digitalization
• Trends in Agility & Change
• Stakeholder Value Creation
• Becoming a Paradox Navigator
• How HR Drives Profitable Growth
• Simplification & Resilience
• The Rise of HR
• The Impact of Information
• HR from the Outside In
• Leveraging Analytics for HR
• The New HR Competencies
• What’s Next for HR?
• Linking HR to Customers
• HR Competencies
Strategic HR
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Calendar of Events
2020
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Current RBL Institute Members
Abu Dhabi Investment Authority Flextronics Owens Illinois
Air New Zealand Gulfstream PwC
Alexion Pharmaceuticals Hilton Worldwide Prudential
Applied Materials IKEA Rio Tinto
BASF Corporation Intel Roche
Charter Manufacturing Mars Royal Bank of Scotland
Church & Dwight MGM Resorts International Sanofi
CNOOC International Mondelēz International Shaw Communications
Coca-Cola Company National Australia Bank Singapore Government PSD
Credit Suisse Northrop Grumman Takeda
Fletcher Building Limited Novartis Yum! Brands
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November 2019: Creating the “Right” Culture © The RBL Institute
Overall Goals
Consulting
• Work to identify problems and underlying symptoms, then create tailored solutions,
• Apply solutions to my situation
Think Tank
• Clarify common problems; generate and share best practices and unique ideas;
• Adapt insight to personal situation
Presentation
• Listen to new ideas and insights;
• Learn from latest theory and research;
• Personalize application
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November 2019: Creating the “Right” Culture © The RBL Institute
Day 1 OverviewModule Topic/content
1Introduction
Welcome: RBL history / Institute overview. Overview of questions
2Importance of culture for
HR
What role(s) does HR play in shaping the right culture?Who is ultimately accountable for the right culture?
Break
3Culture defined
What is the evolution of culture thinking?
How do you define the right culture?
4Business case for right
cultureWhy does the right culture matter for results?
Lunch
5Changing a culture
What do we want to be known for by our best customers in the future?
How do we build an intellectual agenda (top down common message)?
How do we build a behavioral agenda (bottom up empowerment)?
How do we build a process agenda (side to side enablers)?
How do we build a leadership agenda (brand throughout)?
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November 2019: Creating the “Right” Culture © The RBL Institute
Importance of culture …
• If Culture eats Strategy for Breakfast….(Peter Drucker)
• How do you harness the right culture to deliver value to all stakeholders?
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November 2019: Creating the “Right” Culture © The RBL Institute
Driver for this session on culture
General “cultural” observations/challenges from CHRO’s…
• We have just gone from public to private, how do we turn a cruise ship into a speed boat overnight? This feels like a large cultural challenge.
• In our rapidly changing market, how do we create a more agile culture to respond?
• We were acquired by another company from the East and have to navigate the challenges of integrating the cultures as well as of East vs. West differences.
• We are trying to build a global culture with local flexibility.
• We need to change our mindset to become a company with a growth focus.
• We are focused on how to keep the brand contemporary and relevant – balancing new and mature markets.
• We have grown and haven’t really done it efficiently and so we are looking at transformation.
• Our customers are changing their expectations. How do we build the organization to respond?
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Overview of the session
General questions we plan to address … 1. How do we change as fast as the external environment demands, both in business and HR (and
personally)? 2. How do leaders define the right culture by distinguishing four concepts: Purpose (mission, vision,
strategy); Values (focused on employees and norms); Brand identity (focused on customers and promises); Right culture: the intersection of brand (outside) and values?
3. How do leaders come to appreciate the business impact of getting the right culture? What is HR’s role in gaining attention for culture change?
4. How does an organization create the right culture that has positive impact on employees, customers, and investors?
5. How do leaders manage subcultures within an organization? 6. What do business leaders need to do to make culture change happen? What do HR professionals need
to do to support a culture change agenda?7. When should culture evolve or change?8. How can creating the right culture become everyone’s accountability? 9. How does technology and digitalization affect getting the right culture?
What question would you like to answer from your participation in this Think Tank?
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Module 2: Overall Value Logic
•••••••
What is the most important “thing” that business or HR leaders can give your employees?
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Value Logic
•••••••
An organization that wins in the
marketplace
What is the most important “thing” that business or HR leaders can give your employees?
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HR is not about HR …
Outcomes: What are the “outcomes” of effective HR? (e.g., finance delivers economic
insights; marketing, customers; manufacturing, quality products; HR … ??)
Business Strategy
General manager:Integration
Finance:How well do we manage money?
Marketing:How well do we manage customers?
Operations/Manufacturing:How well do we manage systems?
Human Resources:How well do we manage ????
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Outcomes:HR value creation: What value does HR create?
Organization Capability
High TalentWorkforce
People
CultureWorkplace
Process
Leaders Leadership
Low
Low High
Individual Ability
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November 2019: Creating the “Right” Culture © The RBL Institute
Organization:Talent, leadership, capability
Sources of Winning (Competitive Advantage)
Financial:Creating profit, managing
risk, investor value
Technology/operations:Digital agenda, operating processes, infrastructure
Strategic:Business mix; where we
play; how we win
In any business, what do we have to do to be competitive?1. Something customers value
2. Something unique (competitor can not easily copy)
Individual CompetenceIndividual CompetenceWorkforce
Talent
Organization CapabilityWorkplace
Right culture
Leaders Leadership
Human Resource Department
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Relative impact of individual vs. organization
Individual(talent, competence, workforce,
people)
Organizational(culture, capability, workplace,
process)10
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Value Creation in HR: Importance of talent and teamwork
What percent of the time is the leading scorer (winner of the Golden Boot) on the team that wins the World Cup?
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Importance of talent and teamworkHow many of the “Best Actor/ Best Actress… Director” Academy Award winners in the last twenty years were also in the “Best Picture” for that year?
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November 2019: Creating the “Right” Culture © The RBL Institute
Day 1 OverviewModule Topic/content
1Introduction
Welcome: RBL history / Institute overview. Overview of questions
2Importance of culture for
HR
What role(s) does HR play in shaping the right culture?Who is ultimately accountable for the right culture?
Break
3Culture defined
What is the evolution of culture thinking?
How do you define the right culture?
4Business case for right
cultureWhy does the right culture matter for results?
Lunch
5Changing a culture
What do we want to be known for by our best customers in the future?
How do we build an intellectual agenda (top down common message)?
How do we build a behavioral agenda (bottom up empowerment)?
How do we build a process agenda (side to side enablers)?
How do we build a leadership agenda (brand throughout)?
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November 2019: Creating the “Right” Culture © The RBL Institute
Overview of content
Culture DefinedBusiness case for
cultureChanging a culture Acceptance of culture
There are 4 key areas of focus:
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November 2019: Creating the “Right” Culture © The RBL Institute
Evolution of Cultural Thinking C
ult
ure
Evo
luti
on
Time
Values: what we care about; often core values of founder
Patterns/Norms: how things are done around here;
implicit rules and ways of working
Right culture: outside-in with
customer and investor impact, guidance
Climate: perceptions of impact of work environment on
employees; diagnose and align systems
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Recent books on culture
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November 2019: Creating the “Right” Culture © The RBL Institute
Pattern: Denison Organizational Culture
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Denison Cultural Model
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Pattern: Competing Values Framework byBob Quinn and Kim Cameron
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Guidance … the right culture
• Missile …
• Career counselor…
• Retirement planning…
• Automated vehicle …
• Investor …
• ?
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Overview cultureWhat does your company mean by “culture”?
Culture
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Experiences with Changing Culture
What has your company done to try to change its “culture”?
What worked?
What did not work?
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November 2019: Creating the “Right” Culture © The RBL Institute
What is culture?What is the “right” culture?
When you think of a company “culture” what comes to mind?
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What is culture?
Culture is the ability to shift from an event to a pattern and ultimately to an identityCulture is the ability to shift from an event to a pattern and ultimately to an identityCulture is the ability to shift from an event to a pattern and ultimately to an identityCulture is the ability to shift from an event to a pattern and ultimately to an identity
Event Pattern Identity
• Symbols• Rituals• Stories• Physical
setting
• Values (what we believe)• Norms (our expected
behaviors; unwritten rules; rituals)
• Ways we make decisions, manage information, treat people, handle conflict/differences
• Customer: What are our customer buying criteria/value proposition?
• Brand: What is our desired brand?
• Identity: what are known for?
• Reputation: what is our community image?
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Culture as Event
Event
Think about an organization. What symbols, rituals, stories, physical setting, etc. reflect the culture?
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November 2019: Creating the “Right” Culture © The RBL Institute
Culture as a Pattern
Pattern Think about an organization.
See how the culture reflects:• Values (what we believe)• Norms (our expected behaviors;
unwritten rules; rituals)• Ways we ..
• Make decisions• Manage information • Treat people• Handle conflict/differences• ?
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Evolution of cultural models
Identity Think about an organization from the outside/in. “What is the right culture?”
• Customer: What are our customer buying criteria/value proposition?
• Brand: What is our desired brand?• Identity: What are we known for?• Reputation: What is our community image?
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November 2019: Creating the “Right” Culture © The RBL Institute
Unity and culture, outside in thinking
Performance
Unity
A
B
C
Diversity & Outside Perspective
Low
Low
High
High
A=When firms have more unity
their performance goes upB = Performance continues to go up when unity
in inclusive of diversity and outside perspective
C= Performance can go down when unity does
not include diversity and outside perspective
Unity is a strong culture, it drives performance, and needs outside influence
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November 2019: Creating the “Right” Culture © The RBL Institute
The value of values: culture outside in
Our values The value of values:
1. Are these the things (values) you would like us to be known for?
2. What do we have to do to show thatwe live them better than competitors?
3. When we do these things you want,will you buy more from us?
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November 2019: Creating the “Right” Culture © The RBL Institute
Key concepts related to right culture
CultureWhat we are known
for by our key stakeholders made real to employees
Purpose
(mission, vision)
Our reason for being
Values or Beliefs
Who we are, and what we believe
Brand or Identity
Promises to the market, what resonates with our customers
or other stakeholders,
Culture change process
• Define right culture
• Create intellectual agenda
• Enable behavioral agenda
• Sustain process agenda
• Establish leadership brand
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November 2019: Creating the “Right” Culture © The RBL Institute
My company’s “right” culture agenda
Culture
Purpose
(mission, vision)
Values or Beliefs Brand or Identity
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November 2019: Creating the “Right” Culture © The RBL Institute
Day 1 OverviewModule Topic/content
1Introduction
Welcome: RBL history / Institute overview. Overview of questions
2Importance of culture for
HR
What role(s) does HR play in shaping the right culture?Who is ultimately accountable for the right culture?
Break
3Culture defined
What is the evolution of culture thinking?
How do you define the right culture?
4Business case for right
cultureWhy does the right culture matter for results?
Lunch
5Changing a culture
What do we want to be known for by our best customers in the future?
How do we build an intellectual agenda (top down common message)?
How do we build a behavioral agenda (bottom up empowerment)?
How do we build a process agenda (side to side enablers)?
How do we build a leadership agenda (brand throughout)?
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November 2019: Creating the “Right” Culture © The RBL Institute
Overview of content
Culture DefinedBusiness case for
cultureChanging a culture Acceptance of culture
There are 4 key areas of focus:
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November 2019: Creating the “Right” Culture © The RBL Institute
Culture impact on stakeholders
Stakeholder If we have the right culture, what happens to each stakeholder?
Employee • Attraction of key talent (talent magnet)• Commitment … “organizational habits”• Productivity/expectations
Organization • Strategic focus (core competence)• “Culture eats strategy for lunch”
Customer • Firm identity/reputation that affects customer share• Culture as internal manifestation of firm brand
Investor • Intangible value that investors value over time• Part of Leadership capital Index
Community • Reputation for present and future
Business case starts with a look at your firm’s stakeholders and a review of
impact of culture on their interests.
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November 2019: Creating the “Right” Culture © The RBL Institute
Why include “Culture” in due diligence?
• Between 55 and 77 % of all deals fail to deliver on the financial promise announced when the merger was initiated.¹
• “Culture clash” – the impact/result of operational and cultural problems/differences stemming from culture differences is the primary cause of failure (what is viewed as important, what is valued, how business is conducted, business approach, leadership, etc.).²
¹ Based on over fifteen separate studies covering seven thousand mergers and acquisitions, along with other studies of thirty years of
activity
² “Achieving Post Merger Success” by Robert Carleton and Claude S. Lineberry and separate studies by Coopers and Lybrand, the
British Institute of Management and Watson Wyatt.
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Evolution of Cultural Integration
Phase 1:Afterthought
Phase 2:Looking backward
Phase 3:Looking forward
20 to 25% success 40 to 45% success 60 to 70% success
Financial fit
Strategic fit
Decision
Culture fit
Culture fit
Firm A12345
Firm B
34567
A12345
B
34567
Culture fit
C1
34
8
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November 2019: Creating the “Right” Culture © The RBL Institute
Day 1 OverviewModule Topic/content
1Introduction
Welcome: RBL history / Institute overview. Overview of questions
2Importance of culture for
HR
What role(s) does HR play in shaping the right culture?Who is ultimately accountable for the right culture?
Break
3Culture defined
What is the evolution of culture thinking?
How do you define the right culture?
4Business case for right
cultureWhy does the right culture matter for results?
Lunch
5Changing a culture
What do we want to be known for by our best customers in the future?
How do we build an intellectual agenda (top down common message)?
How do we build a behavioral agenda (bottom up empowerment)?
How do we build a process agenda (side to side enablers)?
How do we build a leadership agenda (brand throughout)?
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November 2019: Creating the “Right” Culture © The RBL Institute
Overview of content
Culture DefinedBusiness case for
cultureChanging a culture Acceptance of culture
There are 4 key areas of focus:
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November 2019: Creating the “Right” Culture © The RBL Institute
How do we change culture?
5: LeadershipBrand
2: Top/down 2: Top/down Intellectual agenda
3: Bottom/up :3: Bottom/up :Behavioral agenda
4: Side to side4: Side to sideProcess agenda
Make identity real to employees
1: Define desired culture
What are the top 3 things we want to be known for by our best customers (or other key stakeholders)?
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Step 1: Define your desired culture
Defining the right culture Application to my organization
What organization unit is facing culture change?
What is driving that culture change (e.g., governance, customer, leadership change)?
What do we want to be known for by our key customers?
Have we vetted it with external stakeholders?
• Use this worksheet to sort through important issues as you define the desired state
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Step 1: Define your desired culture
Step 1: Look at customer value proposition: Are we clear what it is?
Step 2: Look at values through eyes of customers: Is there value of values?
Step 3: Assess what we want to be known for
• On 3 * 5 card (one item per card): by yourself, what are the top 3 things we would like our company to be known for by those who use our services
• Calculate an “internal unity” score by seeing commonalities• Match with external unity from key stakeholders
Step 4: Combine the above into a statement of what our culture should be
Do we know what our desired culture should be?
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Step 1: WorksheetDefine your desired culture
Defining the right culture Application to my organization
What organization unit is facing culture change?
What is driving that culture change (e.g., governance, customer, leadership change)?
Given change, what should be our identity in mind of customer (combine customer value proposition and value of values)?
What are the behavioral indicators ofthis desired culture?
How would we measure our progress?
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November 2019: Creating the “Right” Culture © The RBL Institute
Step 2: Top/down intellectual agenda
Communicate a clear and simple message and communicate clearly
• What is the message I want to share?
• Be Simple (KISS)
• Who should hear the message?
• Be specific about receiver of your ideas
• Reduce noise from sender (you) to receiver
Message Audience• When should
I share the message?
• Be consistent and redundant
Timing• How do I
share my message?
• Be redundant
Method
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Step 2: How to build a communication plan: 4 questions
TIMING
Targets 1 2 3 4 5 6
A
B
C
D
Etc.
What to share:ABC
How to share: 1. All hands meetings2. Written memo/policy3. Web site4. E-mail/twitter5. Social media6. One on one meetings7. Teleconferences8. Videos
9. Newscasts10. Speeches11. Newsletters12. Articles inside and out13. One on one meetings14. Symbols15. etc.
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Step 3: Behavioral Agenda
• Make it real to employees; “teach correct principles, let them govern themselves”
• Ask employees to “own” the ideas• Make employee behaviors specific
(more of/less of)• Have leaders do “work out” to remove
unnecessary work
• Culture is impacted by process and structure• Some organizations can get trapped in the bureaucracy that’s
created….instead of helping, it can become stifling and burdensome• Many companies that experience downsizing don’t take time to ask what
they should stop doing which would allow resources to be focused on forward moving programs and change
• Work-Out allows you to identify areas of unnecessary bureaucracy and either eliminate them or revise how the work gets done.
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Step 3: Running Work-Out
• Select topic
• Collect background data and determine topic questions
• Design agenda and plan logistics
• Identify participants and communicate expectations
• Coach/prepare Sponsor/Business leader(s)
PLAN
• Create gallery of ideas – start with chart below
• Prioritize
• Actions
• Decisions
WORK-OUT SESSION
• Put follow-up mechanisms in place
• Track activities and results over time
• Communicate reminders and results
• Recognize and reward implementation
FOLLOW UP1 2 3
Generating Ideas - Who Has Control
Items to consider
Self Dept. Group Company External
Reports
Approvals
Meetings
Measures
Policies
Practices
Could it be…..• Eliminated?• Partially eliminated?• Delegated downward?• Done less often?• Done in a less complicated/time
consuming way?• Done with fewer people involved?• Done using more productive
technology?• Other?
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Step 4: Process agenda
Adapt systems to align with strategy story• Staffing: who we hire and promote• Training: how we train people• Performance management: how we reward• Decision making• Information technology
Make sure processes align with strategy and customer along 4 areas:Desired cultureDesired cultureDesired cultureDesired culture People Performance Information Work
InnovationInnovationInnovationInnovation
Recruit from places known for creativity and innovation
Make innovation an explicit aspect of performance management
Reinforce innovation by celebrating innovators
Adapt the team structure to support innovation
LeadershipLeadershipLeadershipLeadership
Depth Depth Depth Depth
Ensure an effective process of succession planning
Rigorously define and assess leadership performance and competence
Measure retention of top talent
Provide P/L responsibility early to grow and test future leaders
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Step 4: Process agenda
Adapt systems to align with strategy storyStaffing: who we hire and promoteTraining: how we train peoplePerformance management: how we rewardDecision makingInformation technology
Make sure processes align with strategy and customer
Hints for Process Agenda
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Desired cultureDesired cultureDesired cultureDesired culture People Performance Information Work
InnovationInnovationInnovationInnovationRecruit from places known for creativity and innovation
Make innovation an explicit aspect of performance management
Reinforce innovation by celebrating innovators
Adapt the team structure to support innovation
LeadershipLeadershipLeadershipLeadership
Depth Depth Depth Depth
Ensure an effective process of succession planning
Rigorously define and assess leadership performance and competence
Measure retention of top talent
Provide P/L
responsibility
early to grow and
test future leaders
HR processes to drive culture change
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Step 4: Some Observations . . .
• Everything in life is a process
• Life is a spaghetti of intertwining processes
• Even simple processes are more complicated than they first appear
• Most processes involve a multitude of people and locations
• The opportunity for things going wrong is a function of the length of the process and its complexity
• Every process has some sort of regulating mechanism
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Virus Example
• For example, in one firm, managers routinely held pre-meetings before meetings. The original idea had been to speed things up by coming to a decision in a small group then selling it. But it turned out that the preliminary sessions just hardened differences among the managers.
• Not only did they not decide anything in advance, they had nothing to sell in the larger meeting and generally wound up postponing matters to yet another meeting. Decisions were so slow that the competition surged ahead easily, and employees who valued getting things done left the organization to work for the faster competitors.
• By identifying this practice as a virus, leaders of this company were able to articulate the problem and then take explicit action to eradicate it, making the company more success-focused, efficient, and agile.
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Exercise – The Virus Scan
Step One:Break you team into small groups. Have each group identify the 2 or 3 most salient viruses in your organization. Your organization may have viruses we have not yet named. There is a space to write these in.
What’s the point?Kill the virus.
In one case, we placed all of the flipchart
papers with the virus drawings in a large
trash container and lit fire to it.
In another company, all of the drawings
were signed by each group of leaders
and then framed and displayed in the
hallways of corporate headquarters as a
way to communicate to all employees
what they were dedicated to
eliminating.
Being able to talk about the problem is
the first step to dealing with it. Be
aware that it may be uncomfortable, but
if you keep your sense of humor, and the
team stays engaged, it opens up a way to
deal with real problems.
Step Two:Have each group draw a picture that represents how the virus actually works in the organization. Be creative and have fun.
• You must know what is inhibiting change before you can deal with it.
• Antivirus programs rely on signature files – lists of known viruses and their symptoms, which they use to scan computer systems for traces of the listed viruses in action.
• You can do the same thing on the job once you know what to look for.
Step Three:Have each group show their picture to the larger group and explain their choice of virus in less than one minute.
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____1_ Have it my wayWe don’t learn from each other; not invented here syndrome.
____2. False positive We say we agree when we don’t.
____3. Forward to our past: Look for the future in the rearview mirrorWe are so afraid of losing our heritage that we don’t change our culture; we are locked into our habits.
____4. Caste: value by gradeWe judge people by their title and rank rather than performance or competence.
____5 Turfism: my business vs. “our” businessWe defend our turf sometimes to the detriment of the overall organization.
____ 6. Command and control We like to make sure that senior managers run the company and delegate up responsibility; this keeps us from feeling a personal obligation to change.
____7. Activity maniaWe like to be busy; our badge of honor is full calendars, even if it excludes thinking and results. We hide behind our “busy-ness.”
____8 Narcissistic competitivenessWe like to win as individuals not teams.
____9. Show me the results: Results ruleWe like results – anyway, anytime, anyhow – process or reaching results according to our principles is nice if we have time or can “afford” it.
____10. Crisis jumpingWhen in a crisis, we act decisively, then we wait for the next crisis to act again
. ____11. All things to all peopleWe have too many priorities; each good idea gets energy and attention; we don’t say no; we are not focused on the critical few.
____ 12. Flavor of the month We jump from program to program; we don’t have integrated initiatives; and there is cynicism about “new” programs; we end up with concept clutter.
____ 13. Over-changed (full sponge)We have a capacity problem with too many changes going on at once; we are burned out and stressed out on change; we can not let things go.
____ 14. Process mania We are so consumed by process that we don’t focus on results and outcomes.
____ 15. Kill the messenger Don’t be the bearer of bad news.
____ 16. Glacial response: Whose decision is it? We cannot get decisions made quickly.
____ 17. What have you done for me yesterday? After a successful change, we only want more.
____ 18 Going for the big win We look for the mega change that will solve all problems vs. starting small.
____ 19. The dog and pony showStyle over substance; endless PowerPoint presentations, but little actions.
_____20. other
Common viruses preventing successful change
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Virus worksheet
VIRUS SUMMARY SHEET
Virus Cause Solution
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Step 5: Leadership brand
Source: Dave Ulrich and Norm Smallwood, Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value (Boston: Harvard Business School Press, 2007).
Celebrity Leaders
Competent Leaders Leadership Systems
INS
IDE
OU
TS
IDE
LEADER LEADERSHIP
Leadership Brand
True culture change is difficult to achieve without developing a leadership brand that is recognized internally and externally to your customers.
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Worksheet for culture change
Step Activity Application1
Define desired cultureDefine what we want to be known for by customers
2Intellectual agenda
Prepare a communication plan; make viruses transparent
3Behavioral agenda
Give people choices over behaviors and actions (workout)
4Process agenda
Identify and manage key processes to drive culture
5Leadership agenda
Define and implement your leadership brand
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Day 1 OverviewModule Topic/content
1Introduction
Welcome: RBL history / Institute overview. Overview of questions
2Importance of culture for
HR
What role(s) does HR play in shaping the right culture?Who is ultimately accountable for the right culture?
Break
3Culture defined
What is the evolution of culture thinking?
How do you define the right culture?
4Business case for right
cultureWhy does the right culture matter for results?
Lunch
5Changing a culture
What do we want to be known for by our best customers in the future?
How do we build an intellectual agenda (top down common message)?
How do we build a behavioral agenda (bottom up empowerment)?
How do we build a process agenda (side to side enablers)?
How do we build a leadership agenda (brand throughout)?
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End of Day 1
You should be able to:
• Recognize HR’s role in creating the right culture
• Define the right culture … from the outside in so that it adds value to customers and investors
• Create a business case for implementing the right culture
• Have a process for creating the right culture with 5 steps
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Day 2 Overview
Module Topic/content
6Review and synthesis
Do a recap of Day 1 and synthesis
7Smart Nation: Singapore story
How is Singapore creating the “Smart Nation” culture? (Peck Kem)
8Implementing a culture
How do we create a culture change initiative?
How do we apply a pilot’s checklist of change to culture change?
How do we get culture change to be sustained?
Lunch
8Speed teaching
Discussion of topics not yet covered
9Action planning
What happens next as a result of this Think Tank?
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Synthesis and Insights from Day 1
What are key words, phrases, or insights from Day 1?
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Day 2 Overview
Module Topic/content
6Review and synthesis
Do a recap of Day 1 and synthesis
7Smart Nation: Singapore story
How is Singapore creating the “Smart Nation” culture? (Peck Kem)
8Implementing a culture
How do we create a culture change initiative?
How do we apply a pilot’s checklist of change to culture change?
How do we get culture change to be sustained?
Lunch
8Speed teaching
Discussion of topics not yet covered
9Action planning
What happens next as a result of this Think Tank?
Building a Smart Nation
Presented by: Low Peck KemCHRO & Senior Dir(Workforce Development)Public Service Division
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Smart Nation is our next-gen nation-building effort
“Smart Nation is about Singapore
taking full advantage of IT.
Using IT comprehensively to
create new jobs, new business
opportunities, to make our
economy more productive, to
make our lives more convenient.
To make Singapore an
outstanding city in which to live,
work and play.”
– Prime Minister Lee Hsien Loong at
the National Day Rally
on 20 Aug 2017
“Many countries and cities
have similar ambitions to
become smart nations or smart
cities. The concepts and ideas
vary. For us, being a smart
nation is not about flaunting
glitzy technology, but it is
about applying technology to
solve real world problems that
will make a difference to
people’s lives, and across the
whole of society.”
– Prime Minister Lee Hsien Loong
at the Smart Nation Summit on
26 Jun 2019
Copyright © 201979
WHAT is Smart Nation?Using technology to achieve significant transformation in the areas of Economy, Government and Society
DIGITAL ECONOMY#1 DIGITAL GOVERNMENT#2 DIGITAL SOCIETY#3
80 Copyright © 2019
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2 PRINCIPLES
3 STAKEHOLDERS
6 OUTCOMES
6 STRATEGIES
Digital Government Blueprint (2018-2023):
Find out more:
go.gov.sg/dgb
Copyright © 201981
Some Digital Government targets to be achieved by 2023
All Government services to have
end-to-end digital options
All public officers to have basic digital
literacy, with 20,000 trained in data
science
Cross-agency data fusion to take less
than 10 days
30 to 50 transformative digital projects across
Government
All Ministry Families to have at least 1 Artificial Intelligence
project for service delivery or policy making
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Smart Nation efforts need to be supported by
organisational enablers.
Copyright © 201983
Top-driven structure with clear accountabilities
• Deputy Secretary level Chief
Digital Strategy Officer (CDSO)
appointed to oversee delivery on
digitalisation plans and targets
• Government Chief Digital
Technology Officer (GCDTO)
appointed as Functional Leader
for Information and
Communications Technology
and Smart Systems (ICT&SS)
community in Government
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Adopting Agile Culture
• Autonomy
• Collaboration
• Communication
• Iterative Working
• Competence
• User-centricity
Source: “The Agile Way of Working”, ETHOS Issue 21, July 2019, p.4 – p.19
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Building Capabilities- Attract tech talent with salary revisions to match those
of private sector
- Recruitment of overseas Singaporeans - Smart Nation Fellowship programme that that allows
overseas Singaporeans who are working in the private sector to take a three to six-month stint with us, to collaborate on digital or engineering solutions
- Common HR scheme for digital technologists to expose and develop them across different agencies- A Talent Leadership Committee has been established
to more systematically groom and plan for succession for our talents and key ICT&SS positions
Copyright © 201986
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Centre of Excellence for ICT&SS
• C3 Capability Centre (Defence Science and Technology Agency)• Geospatial Capability Centre (Singapore Land Authority)• GovTech’s Capability Centres in five areas: Application Design,
Development & Deployment, Data Science & Artificial Intelligence, Sensors & IoT, Government Cybersecurity, and Government Infrastructure
These Capability Centres and the talent within them have been crucial in rebuilding engineering capabilities within the government.
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Partnering with Private Sector
• Co-sourcing and sharing our approach to software engineering with the private sector, as well as encouraging them to build applications with Singapore Government Technology Stack
• Leading cloud service providers like Amazon, Google and Microsoft sharebest practices with our IT teams and help to train and certify them
• Digital Technology Attachment Programme, to let our engineers gain industry exposure through a short stint with partnering companies
• Technical Mentorship Programme which matches our project teams with local or overseas technical mentors
Copyright © 201988
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Engaging our Citizens• Raise the digital readiness of the public
• Co-create with the public by involving them in user research for digital products, as well as getting them to test beta applications
• Smart Nation Co-Creating with People Everywhere (SCOPE): Partner agencies leveraging their outreach events to garner public feedback on products under development, increasing the ownership citizens feel towards these products, and makes them more inclined to use the products once they launch.
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Public Sector HR is also undergoing
Digital Transformation
Copyright © 201990
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9123
91
01
07
HR Tech TrialsWide array of HR tech cloud SaaS products available in the market –
PSD is partnering agencies with a few pilots
AI-enabled recruitment chat bot to field competency-
based scenario questions for HR job family
Job automation
potential and corridors
prediction tool
AI-enabled job and
skills matching
platform
JobsMatch.exe
AI-enabled CV to jobs
matching platform
Copyright © 201992
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Digital Workplace Tools to Enhance Employee Experience
Individual Productivity Tools Government-to-Employee Services
Skype forBusiness CalSync
Workplace
Digital WorkplaceMobile App
GrabPic
Grab and Virtual CabCharge
HR Kiosk
Connect with your colleagues quickly, either through instant messaging or video conferencing.
Keep updated and connected with your colleagues across WOG!
Never miss a work meeting with your schedule on your mobile phone!
Download pictures for your presentations using your work laptop.
Copyright © 201993
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Day 2 Overview
Module Topic/content
6Review and synthesis
Do a recap of Day 1 and synthesis
7Smart Nation: Singapore story
How is Singapore creating the “Smart Nation” culture? (Peck Kem)
8Implementing a culture
How do we create a culture change initiative?
How do we apply a pilot’s checklist of change to culture change?
How do we get culture change to be sustained?
Lunch
8Speed teaching
Discussion of topics not yet covered
9Action planning
What happens next as a result of this Think Tank?
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Overview of content
Culture DefinedBusiness case for
cultureChanging a culture Acceptance of culture
There are 4 key areas of focus:
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Overall Agility Model
Agility• Create a future• Anticipate opportunity• Adapt quickly• Learn always
Strategic agility:Where and how do we
compete?
Organizational agility:How do we create an agile
organization?
Leadership agility:How do leaders show agility?
Individual agility:How do individuals learn and
grow?
HR Practices
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Overall Agility Assessment
Strategic agility:Where and how do we compete?
Individual agility:How do individuals learn and grow?
Leadership agility:How do leaders show agility?
Organization agility:How agile is our organization?
Environmental changeWhat is pace of environmental change?
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Evolution of Strategy to Strategic Agility
Str
ate
gy E
vo
luti
on
Time
Strategic Planning: SWOT, 1-3 year plan then execute
Strategic capabilities: core competence, culture,
capability, integration
Strategic agility: transform,
disrupt, reinvent, anticipate, discovery
Strategic Alignment: diagnose and align systems
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MOE strategic agility transitionsPivot From To agility based choices How to do it
AssessmentRate my firm
(low 1 to 10 high)
Industry position Industry expert Industry shaper Create reputation as the innovator not follower in the industry; look out multiple generations
Customerinterface
Market Share by penetrating existing markets
Market Opportunity by creating uncontested markets
Appreciate and act on trends in the environment; experiment to create new; worry less about competitors that opportunities
Inside out: Who we are; our goals
Outside-in: How we are known by future customers and how customers respond to us
Define internal identity (reputation, values, culture) through eyes of future customers; co-create products, services, relationships
CompetitionBeating competition
Moving ahead of competition
Benchmark to leap frog competitors;
OfferingIsolated product, service “within”
Convergence of product, services across industry or network
Build platforms more than products, then createadjacencies from platforms
Strategy process
Event: Blueprints for action (SWOT analyses, vision/mission)
Process:Real-time responsiveness to changing conditions Agile processes that allow real time response
Assume strategic agility by not locking into a fixed agenda
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Strategy: Managing Process
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Overall Agility Model
Agility• Create a future• Anticipate opportunity• Adapt quickly• Learn always
Strategic agility:Where and how do we
compete?
Organizational agility:How do we create an agile
organization?
Leadership agility:How do leaders show agility?
Individual agility:How do individuals learn and
grow?
HR Practices
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Research overview
Step 1: Identify & nominate target companies that excel in era of disruption
Step 2: Undertake literature review in both theories and target companies
Step 3: Conduct face-to-face interviews• Through formal (participant companies) and informal channels
(current & ex employees)• Targeting 4 roles: Top leader, Business team leader, Platform leader,
HR Leader• Interviewed 60+ people in total
Step 4: Summarize cases and best practices
Step 5: Develop conceptual models and implications
Question
Methodology
How can companies win through innovative organizations in the new era of disruption?
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Key Insights from cases
To create and implement a new organizational logic, we have synthesized the emerging organization innovation literature and research, and explored case studies with organization innovations with some of the most innovative organizations in the world: Amazon, Facebook, Flextronics, Google, Huawei, Supercell, Tencent, Alibaba.
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MOE Companies Studied
Company Yearfounded
# of employees (August 2019)
Market value in USD
August 13, 2019(US $ billions)
Alibaba 1999 101,000 432
Amazon 1994 647,000 900
Didi 2012 10,000 80
Facebook 2004 35,000 541
Google 1998 103,000 831
Huawei 1987 320,000 233
Supercell 2010 213 10
Tencent 1998 54,000 462
Average: 1997 158,000 436
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Evolution of organization form
Hierarchy/Bureaucracy(Roles, rules)
Systems
(Alignment)
Capability
(Identity)
Market-orientedEcosystem (MOE)
(Reinvent)
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https://www.youtube.com/watch?v=jYCWT3CU0RE
Rip currents swept away a Florida family. Then beachgoers formed a human chain.
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Network Organization
Learning Organization
Post HierarchyOrganization
Ambidextrous Organization
BoundarylessOrganization
HolocracyOrganization
HorizontalOrganization
AgileOrganization
Team of TeamOrganization
Freedom at Work
Organization
ExponentialOrganization
LatticeOrganization
Emerging Organization Metaphors
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Market OrientedEcosystem
(MOE)
Network Organization
Learning Organization
Post HierarchyOrganization
Ambidextrous Organization
BoundarylessOrganization
HolocracyOrganization
HorizontalOrganization
AgileOrganization
Team of TeamOrganization
Freedom at Work
Organization
ExponentialOrganization
LatticeOrganization
Emerging Organization Definitions
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Principles of Market Oriented Ecosystem (MOE)
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Diagnosing MOE Principles for Your Company
MOE Dimension
Organization Assessment Question(To what extent …)
Rate Each Principle(low 1 to 10 high)
How well do we do today?
How important is it to win?
EnvironmentDo we understand and anticipate the contextual forces for changing facing our industry and organization?
StrategyDo we have a clear and agile strategy for growth and a pathway for making the strategy happen?
CapabilityDo we have capabilities of information, customer, innovation, and agility that create our ecosystem identity?
MorphologyDo we have the right organizational form or structure to make growth happen using platform, cells, ecosystem?
GovernanceDo we have the right governance systems (culture, performance accountability, idea generation, talent pipeline, information sharing, collaboration) to sustain our new organization?
LeadershipDo we have at the top and throughout the organization leaders who model MOE behaviors and help others achieve their best through the MOE?
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Overall Agility Model
Agility• Create a future• Anticipate opportunity• Adapt quickly• Learn always
Strategic agility:Where and how do we
compete?
Organizational agility:How do we create an agile
organization?
Leadership agility:How do leaders show agility?
Individual agility:How do individuals learn and
grow?
HR Practices
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Leadership Agility:
Create Agility as Part of Leadership Brand
Six steps to creating a leadership brand.
Make “agility” part of every step.
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Overall Agility Model
Agility• Create a future• Anticipate opportunity• Adapt quickly• Learn always
Strategic agility:Where and how do we
compete?
Organizational agility:How do we create an agile
organization?
Leadership agility:How do leaders show agility?
Individual agility:How do individuals learn and
grow?
HR Practices
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Individual Learning Agility
Learn to navigate (not manage) paradoxes or tensions
Have a clear image of yourself and how you come across to others
Know what you want and recognize strengths and weaknesses
4Navigate paradox
3Build growth
mindset / resilience
2Manage Self Talk
1Know Yourself
Create a growth mindset, grit, resilience to adapt to new situations
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Overall Agility Model
Agility• Create a future• Anticipate opportunity• Adapt quickly• Learn always
Strategic agility:Where and how do we
compete?
Organizational agility:How do we create an agile
organization?
Leadership agility:How do leaders show agility?
Individual agility:How do individuals learn and
grow?
HR Practices
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Using HR to Deliver Agility Types
Types of Agility
Strategic Organizational Leadership Individual
HR Practices
People
Performance
Communication
Work
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Creating and Implementing a Right Culture Agenda
Tips for making any change happen, including the right culture
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The know / do gap
1.What percent of people reach their target weight in Weight Watchers?
2.What percent of people maintain their target weight forever?
3.What percent of people stop smoking and never start again?
4.What percent of people stop smoking after a major physical crisis (e.g., heart attack)?
5.What percent of change efforts (TQM, Reengineering, etc.) are judged “successful”?
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Value of a checklistStudies: Surgeons could save lives, $20B by using checklistLiz Szabo, USA TODAY
Eight hospitals reduced the number of deaths from surgery by more than 40% by using a checklist that helps doctors and nurses avoid errors, according to a report released online today in the New England Journal of
Medicine.
If all hospitals used the same checklist, they could save tens of thousands of lives and $20 billion in medical costs each year, says author Atul Gawande, a surgeon and associate professor at the Harvard School of Public Health.
The 19-point checklist has nothing to do with high technology, Gawande says. Instead, it focuses on basic safety measures, such as ensuring that patients get antibiotics to prevent infection and requiring that all members of the team introduce themselves.
In his study, which was funded by the World Health Organization, hospitals reduced their rate of death after surgery from 1.5% to 0.8%. They also trimmed the number of complications from 11% to 7%.
It usually takes 17 years for medical advances to become standard practice, says Joe McCannon, vice president of the Institute for Healthcare Improvement, which works with 4,000 American hospitals on improving quality. He wants the country to move much faster this time by having all U.S. hospitals try the checklist by in 9 months.
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Closing the knowing-doing gap by doing what we know
1. Leadingestablishing a leadership brand throughout the organization consistent with the change
2. Creating a Felt Need knowing why vs. what
3. Defining a directionhaving a clear sense of where we are going and seeing small first steps to getting there (tipping point)
4. Engaging stakeholdersgetting buy-in from everyone – personal ownership(it is “my” change)
5. Making decisions translating visions into decisions
6. Dedicating resourcesmaking change a natural act; a pattern not an event; a part of the organization not an individual initiative
7. Learning, adapting, monitoring
tracking the right stuff and learning from it
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Pilot’s Checklist Change Disciplines
Leading ChangeEnrolling public and legitimate
leadership inside and outside the
organization to champion the
transformation
Creating a Shared NeedArticulating a line of sight to new
business realities that require the
change in order to deliver value..by
knowing why vs. what
Defining a Future DirectionHaving a clear sense of where we are
going and seeing small first steps to
getting there (tipping point)
Engaging StakeholdersMobilizing commitment from key
individuals who will have to implement it –
personal ownership (it is “my” change)
Making DecisionsKeeping the transformation moving
forward by making the tough decisions
that keep things moving
Dedicating ResourcesMaking change a natural act; a pattern
not an event; a part of the organization
not an individual initiative
Monitoring, Learning, AdaptingTracking the right stuff and learning
from it
InitiatingChange
TransitioningChange
SustainingChange
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Create a right culture change agenda
Applying change disciplines to the right culture
10
0
Leading Change
Creating a Shared
Need
Engaging Stakeholders
Makingdecisions
Dedicating resources
Monitoring Learning, Adapting
CHANGE DISCIPLINES
Defining a Direction
Very
Poor
Qu
ality
of
Pro
cess
Very
Well
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Create a right culture change agenda
Applying change disciplines to the right culture
10
0
Leading Change
Creating a Shared
Need
Engaging Stakeholders
Makingdecisions
Dedicating resources
Monitoring Learning, Adapting
CHANGE DISCIPLINES
Defining a Direction
Very
Poor
Qu
ality
of
Pro
cess
Very
Well
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Key Success Factors
Questions to Assess and Accomplish Key Success Factors
Leading change(WHO is
responsible)
Do we have a leader:• Who owns and champions the change?• Who makes a public commitment to making it happen?• Who will garner resources to sustain it?• Who will put in personal time and attention to follow through (pass the calendar test)?• Who is fluent in the issues, problems, and solutions associated with the “technical”
aspects of change?
Creating a shared need (WHY do it)
Do employees:• See the reason for the change?• Understand why the change is important?• Have a sense of urgency for doing the change?• See how it will help them and/or the business in the short and long term?
Defining a direction
(WHAT it will look like when we are
done)
Do employees:• See the outcomes of the change in behavioral terms (what they will do differently as a
result of the change)?• Get excited about the results of accomplishing the change?• Understand how the change will benefit customers and other stakeholders?• See how the change will translate into goals, objectives, and behaviors that all team
members can understand?
Create capacity for change:Disciplines for change
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Engaging stakeholders(WHO ELSE
needs to be involved)
Do the sponsors of the change:• Recognize who else needs to be committed to the change to make it happen?• Know how to build a coalition of support for the change?• Have the ability to enlist support of key individuals in the organization?• Have the ability to build a responsibility matrix to make change happen?
Making decisions(HOW will it be
institutionalized)
Do the sponsors of the change:• Know the key decisions that must be made for the change to happen?• Have decision deadlines, accountability, and processes to ensure timely and competent
decisions?• Demonstrate a clear bias for action in identifying and making key decisions?
Dedicatingresources(HOW will it
be measured)
Do the sponsor of the change:• Understand and have investment strategy in people (HR) systems to accomplish the change
(people, performance, information, work)?• Understand and have investment strategy in financial resources to accomplish the change
(money, budget allocation process, etc.?• Understand and have investment strategy in technology and data systems to accomplish the
change (data requirements, data sources, data access)?
Monitoring Learning, Adapting
(HOW will it get tracked and improved)
Do the sponsors of change:• Have a plan to learn from others who have done similar changes inside and outside of the
company?• Have a plan to adapt other learnings into the business-specific conditions?• Have measurement systems in place to monitor progress on the change?
These speed disciplines have been developed in work with General Motors and a deign team including Steve Kerr, Dave Ulrich, Craig Schneier, Jon Biel,Ron Gager, and Laura Sue
D’Annunzio (outsiders to GM) and Nancy Bennett, Vince Barabba, and Katy Barclay (GM Employees).
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How much “goodwill” does leader have?
And is it being spent on this change?
Calendar Test:How much time is leader spending on this initiative?
Energy Test:How much passion and attention is leader demonstrating?
Rhetoric Test:How much public and private conversation is on the change?
Resource Test:How much money and talent is leader putting on the change?
Leading Culture Change
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Danger Opportunity
Long Term 2 4
Short Term 1 3
Importance Test: Why is this change important?
Creating a need for culture change
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Reference: Steve Kerr
Strategic Clarity Test: Do we have a shared direction on where we are headed?
Defining direction
BEHAVIOR
MINDSET
ASPIRATION
“BULL’S EYE”
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More of:
______________________________________________________________________________________________________________________________
Less of:
______________________________________________________________________________________________________________________________
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• Rule of thumb: 20 – 60 – 20
• Tipping point
• Surround with information
• Behave as if
Engaging Stakeholders in Culture Change
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TEST: Migration of Others 1. Set clear vision
2. Identify key individual stakeholders
3. State their current attitude about change
4. State needed attitude about change
5. Identify change gaps
6. Prepare political change agenda
Name Strongly Opposed
-2
Moderately Opposed
-1
Neutral
0
Moderately Supportive
+1
Strongly Supportive
+2
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DecisionWhat’s the decision?
(focus on options)
AccountableWho’s going to make
it?
TimeWhen will it be made?
ProcessHow will we make a
good one?
Follow-upHow will we track and
monitor it?
1.
2.
3.
4.
5.
TEST: Decision Clarity
What are the 2-3 critical decisions that have to be made in the next 30 days?
Executing decisions for cultural change
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Resource Required Available Fill the Gap
Financial• Money
• Financial System
People• Talent (staffing, development)
• Communication
• Performance Management
Technology• Data
• Information System
TEST: Resource Commitments
Dedicating resources
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• Where has this initiative been done before?
• What can we learn from this experience?
• What are the benchmarks to monitor our progress?
Learn, adapt, monitor culture change
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ProcessRating
(0-100)Ways to Improve
Leading Change
Creating a Shared Need
Defining a Direction
Engaging Stakeholders
Making Decisions
Dedicating Resources
Monitoring, Learning, Adapting
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Day 2 Overview
Module Topic/content
6Review and synthesis
Do a recap of Day 1 and synthesis
7Smart Nation: Singapore story
How is Singapore creating the “Smart Nation” culture? (Peck Kem)
8Implementing a culture
How do we create a culture change initiative?
How do we apply a pilot’s checklist of change to culture change?
How do we get culture change to be sustained?
Lunch
8Speed teaching
Discussion of topics not yet covered
9Action planning
What happens next as a result of this Think Tank?
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Speed teaching
What questions do you have that we need to yet address?
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Speed teaching
Round 1: 4 minutes
Round 2: 4 minutes
Round 3: 4 minutes
Challenge:
Insights:
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Day 2 Overview
Module Topic/content
6Review and synthesis
Do a recap of Day 1 and synthesis
7Smart Nation: Singapore story
How is Singapore creating the “Smart Nation” culture? (Peck Kem)
8Implementing a culture
How do we create a culture change initiative?
How do we apply a pilot’s checklist of change to culture change?
How do we get culture change to be sustained?
Lunch
8Speed teaching
Discussion of topics not yet covered
9Action planning
What happens next as a result of this Think Tank?
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Action Planning
What will happen as a result of this think tank?
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Conclusion of Think Tank Session
Thank you!
Follow Dave Ulrich on Twitter: @dave_ulrich and LinkedIn
Dave Ulrich [email protected] Joe Grochowski [email protected] Kem Low (PSD) [email protected] Ginger Bitter [email protected] Darryl Wee [email protected]