Amanda Singleton

8/8/2019 Amanda Singleton

1/17

Culture change through

leadership

Amanda Singleton

Group Executive: Corporate Communication

Telkom


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Launching into the global arena

Challenges facing SA leaders

Addressing local

transformation challenges

and also

Satisfying shareholdersAttending to the diverse

needs of a complex networkof stakeholders

while


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Telkoms evolution

1991 Commercialisation

1996 Licensed

(with a 5-year exclusivity)

under new Telecoms Act

1997 Partial privatisation

2002 End of exclusivity

2003 IPO 2004 Competition


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To survive and prosper in a ever-changing environment,

adaptability is key

SA industries need more than gradual adjustment to changingcircumstances; we need to shift paradigms

The central challenge: to create and lead an adaptive enterprise

Why is corporate culture so important?


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No CEO can single-handedly make changes to an organisations

genetic code

Lasting organisational transformation requires a change in people

A fundamental shift in the way we do things around here

Corporate culture change is a prerequisite for successful business

transformation

Culture is important:

because it powerfully influences the behaviour of employees

because it is difficult to change and

because its near invisibility makes it hard to address directly

Why is corporate culture so important?


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The emergence of culture

Group Interaction

Shared Values

Norms of Behaviour

Positive Results

CULTURE

A strong corporate culture = values widely shared amongst employees


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Values provide the roadmap to the vision shape the culture needed to realise the vision

Values mould the behaviour defines the corporate culture

Corporate Culture should accommodate multi culturalism Umbrella for diverse cultures, languages, backgrounds and

national norms

Values have value only when:

they are commonly understood they are unanimously subscribed to they are lived by everyone

The value of common values


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Telkoms value system

We value people and their diversity

We are performance driven

We are customer focused

We create shareholder value

We are a model corporate citizen

We act with integrity in everything we do


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commun

ica

tion

commun

ica

tion

commun

ica

tion

Vision(to be)

Current situation

As is

Culture(Howt

obehavealon

gtheway)

Str

ate

gy

(W

hatd

ow

en

eedt

ofo

cus

on

)

The strategic fit


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Vision: To be a world-class communication company

Strategic Goal: To invest in our employees

Value: We value our people and their diversity

Behaviour needed: No stereotyping, prejudice and discrimination in the workplace

Fair recruitment, an appreciation for the EE imperative Making full use of the skills of all employees Open communication on development needs

Regular discussions on performance and improvement areas

Coaching, mentoring and personal development Creation of opportunities for personal growth Retention of critical skills

A Telkom example


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1. Articulate the companys vision as a concise word picture describingwhat the organisation aspires to become Keep it simple, motivational and realistic

1. Develop enterprise strategy as what to focus on in achieving the vision

2. Design a set of values

3. Identify behaviours needed from management and employees to executestrategy

4. Communicate all of this in coherent and compelling ways

5. Drive for total contextualisation down to an individual level The role of every line manager is key

Changing corporate culture


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Committed leadership and clearly defined corporate

values distinguish major cultural changes that succeed,from those that fail.

The single most visible factor that distinguishes majorcultural changes that succeed from those that fail iscompetent leadership at the top .

Only with leadership does one get the boldness, the

vision and the energy needed to create large and difficultchanges

John P. Kotter & James L. Heskett

Leadership is critical


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Chief sense makers for the organisation Providing insights about the business and markets

The ability to provide direction defining a vision

The ability to bring vision to reality Creating strategy to close the gap between vision and current reality

The skill to reconnect organisational life with organisationalpurpose Where are we going and why;

What is our companys role in society;

What is the context and meaning of this change in strategicdirection

What culture change demands of

Executive Leadership

1. Conceptual Leadership

Without vision, direction and a sense of

purpose, its difficult to harness the energy,

passion, commitment, and perseverance

needed to transform


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Leadership is in the first place, PERSONAL

Leadership is about truly living the companys values

Leadership is setting an example, being a role model Leadership is consistency between what is SAID and DONE.



2. Personal Commitment

One of the most important ways executives

can demonstrate their commitment and

credibility comes through how they work

within their own teams


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Effective communication is the oxygen for new-breed leadership

Communication is not one-directional Engage strategically

Listen hard Create an environment that allows candid feedback/ criticism

Communication needs to be regular In good times and bad

Never skip scheduled engagements

Communication has to be open and honest Own up: take personal responsibility for hard decisions

Resist the urge to spin it always backfires



3. Communication

People need to hear directly from the leader


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The time has come . . .

For leaders tostep forwardandshow real leadership


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Questions?

Documents

Amanda Singleton