peter o'hanlon & sharyn schultz - improving organisational effectiveness by tapping into...
Post on 22-Jan-2018
442 Views
Preview:
TRANSCRIPT
CHANGING BEHAVIOUR AND CULTURE WITH
DATADr. Peter O’Hanlon
Founder at Lever Analytics Principal of OfficeSpark
THE FUTURE OF WORKDigital
transformationTeams rather than hierarchy
Culture over control
Data-driven and analytics led
Employee voice and autonomy
Traditional methods of management are
failing
President and founder of Bersin & Associates
TRADITIONAL TECHNIQUES, NEW PROBLEMS
segmentationprediction
optimization
network analysis
simulation
visualization
Hiring
Learning and DevelopmentPerformance
Leadership and teamwork
Attrition and retentionsurveys and feedback
Culture (including risk)
Engagement
“if you don’t spend time changing people's behaviors, you don't spend time changing culture, and all of this falls flat….. What is needed is a fundamental shift in how people think about how they interact, how they collaborate and work.”
50% OF DIGITAL TRANSFORMATIONS FAIL& ONLY 12% GET IT RIGHT
Bruce Rogers , FORBES STAFFChief Insights Officer, Forbes
“Incentives shape behavior, and behavior drives culture. If you want a culture that will support your long-term business strategy, you need to align incentives with the behaviors that will sustain your business over the long haul.”
William C. DudleyPresident and CEO, Federal Reserve Bank of New York.
CORPORATE FAILURE
ACTIVE ANALYTICS CHANGES BEHAVIOR
Employee participation
Intelligent feedback
Nudge theory
MEASURABLE CHANGE
MEASUREABLE CHANGEUSEFU
L OUTC
OMES
BEFORE AFTER
CREATING HIGH PERFORMANCE ENVIRONMENT
Meeting effectiveness as part of
‘THE WAY WE WORK’
• High innovation workplace where ideas and execution matter
• Staff complaints about the volume and quality of meetings• $250k of salary per week spent on meetings
Significant opportunities for improvementBUT
Behavior is hard to change because its culture
MEASUREABLE CHANGEUSEFU
L OUTC
OMES
BEFORE AFTERThe Wasted Work Day: 40% of time in meetings1
Manage time like capital and it will create 20% more of it2Meetings have led to an expansion of the work day and stress3
Poor meetings lead to disengaged staff4Simple rules and common sense only work for some types of meetings5,6
1https://www.theatlantic.com/business/archive/2014/12/the‐wasted‐workday/383380/2Mankins and Garton: Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team's Productive Power
3https://www.psychologytoday.com/blog/wired‐success/201204/why‐meetings‐kill‐productivity4https://hbr.org/2017/03/your‐organization‐wastes‐time‐heres‐how‐to‐fix‐it
5https://www.businessinsider.com.au/jeff‐bezos‐amazon‐fortune‐interview‐2012‐11?r=US&IR=T6https://www.businessinsider.com.au/amazon‐ceo‐jeff‐bezos‐two‐pizza‐rule‐productive‐meetings‐2017‐6?r=US&IR=T
MEASUREABLE CHANGEUSEFU
L OUTC
OMES 43%
BEFORE AFTER
24%
38% 25%
MEASUREABLE CHANGE
VALU
ABLE USE
OF MY TIME 44%
23%
64%
<10%
BEFORE AFTER
EMPLOYEE INVOLVEMENT
174
441
Traditional survey
Intelligent feedback
80% Employees that want to be involved in further initiatives
4.3 / 5 Average employee rating for simplicity and ease
Number of employees that provided feedback
We believe……• that you have to focus on behaviours to change the
culture• that to change the culture you must modify incentives and
behavior through the accumulation of small day to day decisions
• that by using data and tracking the change real time we were able to generate faster and more longer term behavior change
• that it was a very positive employee experience as people were able to provide feedback in a timely and very quick way
top related