is your culture digital ready?

IS YOUR CULTURE DIGITAL READY?

NON-OBVIOUS CONNECTIONS BEYOND THE FLUFFY STUFF

KEY INGREDIENTS

1. LET’S DEFINE CULTURE

2. EMBRACING DUALITIES

3. IMPORTANCE OF A MODERNISED VISION

4. EVOLVING BEHAVIOUR

1. LET’S DEFINE CULTURE

(OR LET’S START WITH WHAT IT’S NOT)

IT’S NOT > WHAT EMPLOYEES SAY OR THINK IT IS

Although feedback is important, this can be rooted in superficial observational statements.

IT’S NOT > OUR VALUES ON A POSTER OR PLAQUE

Remember African Bank?

IT’S NOT > WHAT YOU WISH IT WAS

Important, but should be defined as ‘aspirational culture’.

African Bank's vision is to improve quality of life through affordable, convenient and responsible credit.

TRUE CULTURE

IS THE WAY WE DO THINGS AROUND HERE THE COLLECTIVE BEHAVIOUR OF A COMPANY’S EMPLOYEES Damian Madray

TRUE CULTURE

IS THE WAY WE DO THINGS AROUND HERE THE COLLECTIVE BEHAVIOUR OF A COMPANY’S EMPLOYEES Damian Madray

DIGITAL READY CULTURE (TEST)

IS THE WAY WE DO THINGS AROUND HERE PREVENTING OR ENABLING US TO ATTAIN OUR BUSINESS OUTCOMES < > AND GROW OUR PEOPLE

IN A CONNECTED MARKETPLACE?

Digital leaders < > do both

AN EXAMPLE OF A COMPANY GETTING IT RIGHT

NETFLIX (KEY OUT-TAKES)

1. OUR CULTURE FOCUSES ON HELPING US ACHIEVE

EXCELLENCE (PEOPLE AND COMPANY)

2. BEYOND NICE-SOUNDING VALUE STATEMENTS, THE ACTUAL

COMPANY VALUES ARE SHOWN BY WHO GETS REWARDED,

PROMOTED OR LET GO

3. ACTUAL COMPANY VALUES ARE THE BEHAVIOUR AND

SKILLS THAT ARE VALUED IN FELLOW EMPLOYEES

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2. EMBRACING THE DUALITIES OF A DIGITAL READY CULTURE

KEY ENEMIES OF FOSTERING A DIGITAL READY CULTURE

• SENIOR LEADERS WITH RIGID MINDSETS WHO DON’T EMBRACE WHAT THEY DON’T KNOW (THIS IS THE WAY WE

HAVE BEEN DOING IT AND WILL CONTINUE DOING SO)

• HEADS OF DIGITAL WHO SEEK THE GLORY WITHOUT FOCUSING ON CROSS-SILO INCLUSION AND COLLABORATION

• NOT UNDERSTANDING THE FOCUS AREAS AND KEY OUTCOMES (CUSTOMER EXPERIENCE IMPROVEMENT ?? /

OPERATIONAL EFFICIENCIES ?? / BUSINESS MODEL EVOLUTION ??)

THE WORLD IS CHANGING FAST, BECOME COMFORTABLE WITH EMBRACING THE DUALITIES OF THE DIGITAL LANDSCAPE, OR YOU’LL BURN OUT OR GO MAD FAST

PERFORMANCE AND MEASUREMENT OF EVERYTHING

WHOLESALE ADOPTION AND UNDERSTANDING

OF DIGITAL MEDIA AND TECHNOLOGIES

PROCESS IMPROVEMENTS AND COORDINATING

STAFF TO ATTAIN OUTCOMES

MOTIVATED, PURPOSE-DRIVEN, INTUITIVE STAFF

COLLABORATION, REVERSE MENTORING BETWEEN DIGITAL

NATIVES AND TECHNOPHOBES

FREEDOM AND ENCOURAGEMENT TO EXPERIMENT

AND INNOVATE

EMPLOYEE PARTICIPATION AND FEEDBACK ARE KEY

LEAN METHODOLOGIES ARE REPLACING OLD TEDIOUS ANNUAL SURVEY TO IDENTIFY BARRIERS AND IMPLEMENT CULTURAL CHANGES

IN A MUCH MORE REAL-TIME, DATA-DRIVEN APPROACH

MODERNISED VISION

SHARED VISION OF A COMPANY’S DIGITAL FUTURE

CULTURE IS TO EMPLOYEES WHAT BRANDING IS TO CUSTOMERS

IF BRANDING IS THE PROMISE YOU MAKE TO CUSTOMERS, CULTURE IS THE OPERATING SYSTEM OF HOW YOU DELIVER ON THE PROMISE

SHARED VISION OF A COMPANY’S DIGITAL FUTURE

CULTURE IS TO EMPLOYEES WHAT BRANDING IS TO CUSTOMERS

IF BRANDING IS THE PROMISE YOU MAKE TO CUSTOMERS, CULTURE IS THE OPERATING SYSTEM OF HOW YOU DELIVER ON THE PROMISE

KEY OUT-TAKE:

FOR A DIGITAL READY CULTURE, A SHARED VISION AMONGST SENIOR LEADERS OF WHAT THE DIGITAL FUTURE OF A COMPANY

LOOKS LIKE, INFORMS (AMONGST OTHER THINGS) THE NEW SET OF BEHAVIOURS REQUIRED

(CULTURE = COLLECTIVE BEHAVIOUR OF STAFF)

SHARED VISION OF A COMPANY’S DIGITAL FUTURE

INCREMENTAL VISIONS, GIVE INCREMENTAL RESULTS

STRONG VISIONS INSPIRE AND CREATE NEW BEHAVIOURS

SHARED VISION OF A COMPANY’S DIGITAL FUTURE

IT’S NOT ABOUT THROWING OUT THE OLD FOR THE NEW, BUT ABOUT BUILDING ON STRATEGIC ASSETS

SHARED VISION OF A COMPANY’S DIGITAL FUTURE

IT’S NOT ABOUT THROWING OUT THE OLD FOR THE NEW, BUT ABOUT BUILDING ON STRATEGIC ASSETS

EVOLVING BEHAVIOURS

FOCUSED ON VS NEGLECTED

BEYOND DESIGNING AND IMPLEMENTING NEW WAYS OF WORKING IN TERMS OF

1. PROCESS DIGITISATION

2. EMPLOYEE ENABLEMENT IN THE FORM OF IMPROVED WAYS OF COORDINATING, COLLABORATING AND SHARING

3. PERFORMANCE MANAGEMENT

HUMAN FACTORS ARE OFTEN OVERLOOKED AND NEGLECTED

A SIMPLE FRAMEWORK FOR BEHAVIOUR CHANGE

Adaptation of Adam Ferrier’s behaviour change model from his book: “The Advertising Effect”

MOT

IVAT

ION

EASE

x

SUCCESSFUL BEHAVIOUR CHANGE

A SIMPLE FRAMEWORK FOR BEHAVIOUR CHANGEM

OTIV

ATIO

N

EASE

UNDERLYING PRINCIPLES

• MAKE IT MOTIVATING, MAKE IT EASY

• FOCUS ON LEADERSHIP INITIATIVES AND LEADING BY

EXAMPLE TO MOTIVATE AND COMBINE WITH NEW WAYS OF

WORKING TO IMPROVE EASE

• INTRINSIC DEFY EXTRINSIC REWARDS > NEW WAVE OF

SUCCESSFUL COMPANIES ARE PURPOSE LED

• BUY-IN AND ADOPTION FACILITATE ACTION AND NEW

BEHAVIOURS

• COLLECTIVE BEHAVIOURS ENABLE DIGITAL READY CULTURE

x

SUCCESSFUL BEHAVIOUR CHANGE

Adaptation of Adam Ferrier’s behaviour change model from his book: “The Advertising Effect”

www.qdivision.cohello@qdivision.co

AS THE LAST EMERGING MARKET, THE GLOBAL SPOTLIGHT IS ON AFRICA.

WE EXIST TO CREATE A WAVE OF INNOVATION ACROSS THE CONTINENT

BY MAKING DIGITAL LEADERSHIP AND BEST PRACTICE ATTAINABLE TO ALL.