UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements

July 2015 Saul Kornik

the supply: global distribution of physicians

the demand: hiv prevalence (by way of example)

21 out of 52 health districts in south africa

3 600 health 10x sa medical

schools

5 000 managers, evp improved, culture codes

over 10 million people per annum reached

workforce planning

retention recruitment

AHP value proposition

Actually, I’m am not sure...

–

What they told me... What I found...

the WHY WHY WHY WHY

(try to) KNOW THYSELF

very soon a SOCIAL ENGINEER

INTEGRITY COMMUNICATION

RESPECT EXCELLENCE

INTEGRITY COMMUNICATION

RESPECT EXCELLENCE

How we

compete

How we “run

the business”

How we interact

and work

• 84% - culture is critical to business

success

• 60% - culture is more important

than strategy or operating model

• 45% - culture is not effectively

managed

• 51% - their business’ culture is in

need of overhaul

Source: Booz & Company 2013 Global Culture & Change Management Survey

Business

Strategy

Culture Operating

model

Winning in the market

Is culture important?

682%

282%

901%

756%

16% 36%

74%

1%

Revenue

Growth

Workforce

Growth

Stock Price

Growth

Net Income

Growth

Strong cultures vs. weak cultures

Performance change 1977 - 1988

Strong Cultures Weak Cultures

• Drive consistent values and

behaviours

• Align the organisation

• Motivate employees

Source: “Corporate Culture & Performance” J.P. Kotter & J.L. Heskett, The Free Press 1992

Strong cultures:

The strongest cultures also: • Fit with their business

strategy

• Are adaptive to their

business environment

* John Kotter

How we do things impacts employees and external

customers, positively or negatively.

What is culture?

Customer Need

(rational and emotional) Culture Customer Experience

What people want

(rational and emotional)

How people experience each

other and the organisation

What and how people

respond to customers

(delivery)

© Engineer Your Tomorrow CC

Articulate “how we do things around here” in a

measurable way?

Latent (not visible)

Manifest (visible)

Expression of purpose, values and mindset

Shared perspective that determines

responses and interpretations

Principles that guide decision

making and actions

Deep and lasting reason

for our existence

Behaviours

Mindset

Values

Purpose

The Culture Code

© Engineer Your Tomorrow CC

Customer Need

(rational and emotional) Culture Customer Experience

What people want

(rational and emotional) How people experience each

other and the organisation

What and how people

respond to customers

(delivery)

Behaviours

Mindset

Values

Purpose

© Engineer Your Tomorrow CC

Latent (not visible)

Behaviours are our purpose, values and mindset in action. Behaviours are observable and therefore measurable.

Manifest (visible)

Mindset Delivering pragmatic solutions

Values Passion

Professionalism Integrity

Innovation Unity

Purpose The reason we exist is to help plan for, find and keep the workforce needed to deliver health for

all

Behaviours

35

I connect

I keep people informed

I deliver

I lead for growth

I plan

AHP’s culture creates consistent positive experiences

thanks