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BUILDING CONNECTED CULTURES
E N T E R P R I S E D I G I T A L / 2 4 . 1 1 . 1 6
3 T H I N G S F O R T O D A Y
1. How the changing world is affecting organisations
2. What I mean by a ‘connected culture’
3. A brief case study
F I R S T T H I N G S F I R S T
• Pair up - the person nearest the door is the artist, the other person is the model
• Artists - draw a portrait of your model while asking them these questions:
• When did you last lie, and why?
• In what ways might you be difficult to work with?
• Is there an art to loading the dishwasher?
• Models - answer the questions as authentically as you can.
• Tweet me your pics @jennilloyd
We are all just people
VUCA
Volatile Uncertain Complex
Ambiguous
The hierarchies of yesterday are no
match for the speed required of today
Profit
Hierarchies
Controlling
Planning
Privacy
Purpose
Networks
Empowering
Experimentation
Transparency
PAST: PREDICTABLE FUTURE FIT: ADAPTABLE
VIA RESPONSIVE.ORG
Welcome to the new Normal
Tools support behaviour, they don’t create it
Collaborative behaviour is dependent on the alignment of culture, leadership & strategy
strategy
culture
leadership behaviour
I T ’ S A B O U T B E H A V I O U R N O T T E C H N O L O G Y
COLLABORATION
COOPERATION
CONNECTION
CONVERSATION Become visible & participate
Find & discover people, relate & connect
Share what you know, have & think
Work together towards shared goals
SOC
IAL
CO
HE
SIO
N
THANKS TO EPHRAIM FREED / THOUGHTFARMER BLOG
Two or more people working
together towards shared goals
C O L L A B O R A T I O N I S …
THANKS TO EPHRAIM FREED / THOUGHTFARMER BLOG
A T T R I B U T E S O F C O L L A B O R A T I O N
Two or more people (team)
Working together (processes)
Towards shared goals (purpose)
THANKS TO EPHRAIM FREED / THOUGHTFARMER BLOG
If people are working together but have no shared goals, they are cooperating, rather than collaborating. Cooperation is more lightweight than collaboration with less focused goals. Cooperation can help create social cohesion, which has positive benefits for the company community and can set the conditions that lead to collaboration.
C O L L A B O R A T I O N V S . C O O P E R A T I O N
A major transport provider, serving millions of passengers daily. Strategic imperative to connect their people to each other, to information and to customers The digital communications team tasked to roll out a suite of new internal tools First step was to understand how connected their current culture is – what works and what’s in the way.
A C A S E S T U D Y
M A P P I N G T H E J O U R N E Y
Separate Departments working in silos, pursuing own goals with little collaboration. Many stakeholders, with seemingly conflicting interests
Coexisting Departments coexist, working alongside each other in acknowledgement of common goals, but with little collaboration across teams
Cooperating Departments help each other towards shared goals, but maintain their separate identities
Collaborative Boundaries between departments are porous, groups collaborate flexibly to deliver agile, fast solutions
Connected All teams work together effectively every day, wherever they are based, to make all customers’ journeys matter
1 2
3 4
5
Awareness Engagement
Empowerment Resources
Skills Business integration
6 D I M E N S I O N S O F A C O N N E C T E D C U L T U R E
T H E C O N N E C T E D C U L T U R E M O D E L
RE
SO
UR
CE
S
5 5 3 3 1 1
A W A R E N E S S
2 4 2 4 0
I N T E G R A T I O N
• We invited different groups from diverse parts of the business to share their experiences at short workshop sessions
• We asked them to tell us about when they have felt most and least connected to their colleagues and the organisation
• We asked them to assess themselves against the Connected model and give a score on each dimension
• We listened to and collected their stories and suggestions
W H A T D I D W E D O ?
H O W C O N N E C T E D D O W E F E E L ?
5 5 3 3 1 1
Awar
enes
s
Business integration
2 4 2 4 0
Awareness: Group have low awareness in general and want more communication from management and training.
Engagement: Highly engaged but would like to be more involved – to be able to send information as well as receive it so can be part of conversation.
Empowerment: Policies and procedures stop group from trying new things; they feel hampered by management. Restrictions lead to hacks & workarounds.
Resources: RPIs feel restricted by number of devices they carry, limitations of those devices, permissions around apps & working practice. Inconsistent understanding of available apps and permitted practices leading to concern over safety (want to be able to group message). Skills: Training very limited and ‘one size fits all’. Want more regular, better tailored training, not just on software but devices too.
Business integration: Can see benefit for customers but many use their own devices to access information as they have better apps and are quicker.
W H A T D O T H E S T O R I E S T E L L U S ?
1. This VUCA’d world needs responsive organisations
2. Tools support behaviour, they don’t create it
3. Everyone is a node in the network – their experience matters
T A K E A W A Y S
One person can make a difference.
And it may as well be you.
B O N U S S L I D E
Any questions? AMA @jennilloyd
Thank you!
A N E X P E R I M E N T I N H O W I W O R K & L I V E .