Creating the Right Culture FINAL

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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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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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1Introduction



HR


Break

3Culture defined





Lunch

5Changing a culture






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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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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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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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1Introduction



HR


Break

3Culture defined





Lunch

5Changing a culture






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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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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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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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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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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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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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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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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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My company’s “right” culture agenda

Culture

Purpose

(mission, vision)

Values or Beliefs Brand or Identity

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1Introduction



HR


Break

3Culture defined





Lunch

5Changing a culture






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Overview of content




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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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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

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8

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1Introduction



HR


Break

3Culture defined





Lunch

5Changing a culture






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Overview of content




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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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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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1Introduction



HR


Break

3Culture defined





Lunch

5Changing a culture






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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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75


Day 2 Overview










Lunch

8Speed teaching


9Action planning


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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










Lunch

8Speed teaching


9Action planning


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

Copyright © 201982

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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

Copyright © 201984

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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

Copyright © 201985

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.

Copyright © 201987

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.

89

Public Sector HR is also undergoing

Digital Transformation

Copyright © 201990

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46

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

94


Day 2 Overview










Lunch

8Speed teaching


9Action planning


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95


Overview of content




96


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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97


Overall Agility Assessment

Strategic agility:Where and how do we compete?

Individual agility:How do individuals learn and grow?


Organization agility:How agile is our organization?

Environmental changeWhat is pace of environmental change?

98


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

100


Strategy: Managing Process

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101





compete?


organization?



grow?

HR Practices

102


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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103


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.

104


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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105


Evolution of organization form

Hierarchy/Bureaucracy(Roles, rules)

Systems

(Alignment)

Capability

(Identity)

Market-orientedEcosystem (MOE)

(Reinvent)

106


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

108


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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109


Principles of Market Oriented Ecosystem (MOE)

110


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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111





compete?


organization?



grow?

HR Practices

112


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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113





compete?


organization?



grow?

HR Practices

114


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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115





compete?


organization?



grow?

HR Practices

116


Using HR to Deliver Agility Types

Types of Agility

Strategic Organizational Leadership Individual

HR Practices

People

Performance

Communication

Work

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117


Creating and Implementing a Right Culture Agenda

Tips for making any change happen, including the right culture

118


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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119


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.

120


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

122


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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123


Create a right culture change agenda

Applying change disciplines to the right culture

10

0

Leading Change

Creating a Shared

Need


Makingdecisions



CHANGE DISCIPLINES


Very

Poor

Qu

ality

of

Pro

cess

Very

Well

124


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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125


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)?


(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).

Create capacity for change:Disciplines for change (continued)

126


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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127


Danger Opportunity

Long Term 2 4

Short Term 1 3

Importance Test: Why is this change important?

Creating a need for culture change

128


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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129


More of:

______________________________________________________________________________________________________________________________

Less of:

______________________________________________________________________________________________________________________________

Defining direction: Behavior exercise

130


• Rule of thumb: 20 – 60 – 20

• Tipping point

• Surround with information

• Behave as if

Engaging Stakeholders in Culture Change

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131


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

Engaging stakeholders

132


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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133


Resource Required Available Fill the Gap

Financial• Money

• Financial System

People• Talent (staffing, development)

• Communication

• Performance Management

Technology• Data

• Information System

TEST: Resource Commitments


134


• 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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135


ProcessRating

(0-100)Ways to Improve

Leading Change

Creating a Shared Need



Making Decisions

Dedicating Resources

Monitoring, Learning, Adapting

Summary of tools for culture change

136


Day 2 Overview










Lunch

8Speed teaching


9Action planning


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137


Speed teaching

What questions do you have that we need to yet address?

138


Speed teaching

Round 1: 4 minutes

Round 2: 4 minutes

Round 3: 4 minutes

Challenge:

Insights:

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139


Day 2 Overview










Lunch

8Speed teaching


9Action planning


140


Action Planning

What will happen as a result of this think tank?

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141


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]

Documents

Creating the Right Culture FINAL