Organizational Excellence

Tina Muparadzi

2 October 2014

• Definition• Why is this topic important?• Who owns culture?• Roles and Responsibilities• The Airtel Ghana journey

Agenda

• “Organisational culture is a set of shared, taken-for-granted implicit assumptions that a

group holds and that determines how it perceives, thinks about and reacts to various

environments.” Schein, 1992

Definition

• “Culture eats strategy for breakfast” Manoj Kohli

• “Organisations do not innovate, people do.” Prof. Atuahene Gina

• “Execution has to do with human dynamics, with behaviour …” Arnaud Henneville

• At GM, we have seen CEOs come and go trying the change the culture, the culture won each time.

Why is this topic important? 1

• Organisation culture is the foundation for competitive advantage

Telecommunications industry in Ghana:

• High mobile penetration – 120%• Customer penetration – 60%• Sim - cards per customer – 1.2• Highly competitive 3G and LTE• Mobile Number portability

Why is this topic important? 2

• Concept of healthy organisations - Hanges, Aiken, and Chen, 2008

Concern for

employees

Concern for

customers+=

Aligned culture to deliver expected results

Why is this topic important? 2

Who owns culture?

• Some hints from literature

– “Culture is how people behave” Mary Barra CEO GM

– “Execution has to do with human dynamics, with behaviour …execution is a human business.” Arnaud Henneville

– “Organisations do not innovate, people do.” Prof. Atuahene Gina

– “Culture guides everyday work relationships and determines the behaviours that are acceptable and how people communicate in an organisation.” Daft and Noe

Who owns culture?

• Some hints from literature

– “Culture is how people behave” Mary Barra CEO GM

– Execution has to do with human dynamics, with behaviour …execution is a human business. Arnaud Henneville

– “Organisations do not innovate, people do.” Prof. Atuahene Gina

– Culture guides everyday work relationships and determines the behaviours that are acceptable and how people communicate in an organisation

Who owns culture?

Human Resources Business Leadership

Owns the definition of culture Signs off desired cultures

Owns the design of the culture journey

Signs off the plan

Owns the execution of culture Walk the talk

Owns the concerns for employees messages

Walk the talk

Owns the measurement of culture alignment

Walk the talk

Owns communication of and during the journey

Walk the talk

Roles and Responsibilities

Culture is a differentiator

HR is closer to the Head of the Table.

HR owns culture

=

Therefore, if …

• Link to the brand• National vs Organisational culture• Multi cultures and Organisational Culture• HR processes influencing alignment • Falling in love with our work• Staying on course while maintaining business as

usual• Feedback to stakeholders• Managing expectations

12

Key insights so far

13

Appendices

Appreciative Inquiry explained

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DISCOVERYLook at what is working – appreciate and

know the best of our experience so far, know what we have to build on

DREAMConsider what might be – picture

the results/future

DESIGNWhat is the ideal? – people create shared

images, understand where they fit, are connected and are valued, and work together

to realise the dream

DELIVERSelf-empowerment, learning, adjustment or improvisation

sustainability and increased energy

Source:

David L Cooperrider

Spider Model …..

MEASUREMENT• Do we have the right tracking and measurement systems in place to understand how we are performing against strategy and performance objectives?

• Are we measuring the right things?

• Do we use measurement information as feedback for continuous management? Business

Strategy

ENVIRONMENT (Culture & Leadership)

• What values and behaviours does the business currently reward? Does it support the strategy and required organization capabilities?

• Do we have the right leadership style and competencies?

• Are the direction, strategic priorities and goals clear and understood in the business unit?

STRUCTURES• Do our organisation structures support the work required to implement strategy and drive business results?

• Are management and reporting relationships clear? Do they facilitate clear accountabilities?

• Are business models designed to support long-term growth?

WORK PROCESSES• Do we have well-defined work processes?

• Do they facilitate integration/coordination between functions? With customers/ suppliers?

• Do they support results required?

• Are the work processes efficient and effective? Do they allow for flexibility and innovation?

PEOPLE• Do we have the right people and competencies required to implement the strategy and deliver results?

• What are our key competency/knowledge gaps?

• Do we have the right number of people, where we need them (capacity)?

• Are goal alignment and clear accountabilities in place?

SYSTEMS• Do we have adequate information systems?

• Do they provide the right information at the right time?

•Do we have appropriate technology to support strategy?