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 .