SUCCESSFUL CULTURE

TRANSFORMATION & IMPLEMENTATION

Strategic Discussion Forum & Sharing Best
Practice Corporate Culture & Leadership Journey
October 2018

Copyright © 2018 Accenture. All rights

reserved.
 THE FOURTH INDUSTRIAL REVOLUTION IS CREATING A
PARADIGM SHIFT IN THE WAY WE WORK AND LIVE
Machines take away Machines take Machines take
the dirty and away the dull away decisions
dangerous

Productivity, Complexity
Cyber physical
systems, robots, smart
Electronics, connected devices,
telephones, machine intelligence,
computer and predictive analytics,
Mass mobile, social, cloud,
production, automation,
Mechanization lean manufacturing, product-as-a-service
assembly line,
water power, electricity spreadsheets
steam power

1st 2nd 3rd 4th

End of 18th Start of 20 t h century Late 20 t h century Today
century
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 NEW SCENARIOS AT WORK REQUIRE ORGANISATIONS TO
EVALUATE THEIR CULTURE

82%
Millennials will make up an
astounding
MORE
Of CEOs and HR leaders believe
that culture is a competitive
advantage
75% THAN 5 0 %
of the workforce Of companies are trying
to
change their culture
because of change in talent

77% 61% market and increased

competition

Of organizations struggle to
match the pace between their
workforce’s adoption rate and
intelligent technologies
advancements
of executives say they are not
well prepared to change the
workforce skill and job mix
to transition into a digital
business.
THE BOTTOM LINE
You need to understand your
culture and have the ability
to shift or change your
organization culture

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 THREE KEY ASPECTS TO SUCCESSFULLY TRANSFORM YOUR
CULTURE
For leaders to drive behaviour change, they To
withshift behaviours
it; create bring the we
andtomind-sets
networks have to
behaviours To make behaviour change
must walk the talk, communicate the vision define
to life the
and behaviour and the
give employees actions to
a chance associated
practice sustainable, business
and tell the right stories to build support for the the new behaviours processes and systems must
behaviour change be aligned with the new

2 3
behaviors

1
SHIFTING ALIGNING THE
ACTIVATING M INDSETS ORGANIZATION
LEADERS &
BEHAVIORS

Ultimately, it is about instilling a radically different

value system with employee behaviors of ownership
and accountability supported by digital enablers
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reserved.
 IT STARTS WITH THE ENGAGEMENT OF
LEADERS…
1 ACTIVATING
LEADERS

CREATING THE EMBRACE “HARDWIRE”

SPARK THE ORGANIZATION
EXAMPLE
Align structure, policies
Creating North Star & Role modelling of
and processes with the
Leadership Alignment desired
culture
behaviors

Activities & Digital Enablers:

Immersion Workshop to Cascade short messages Discover by Co-creation
Align Leadership to the in leadership blogs on and redesign Business
new ambition, vision & digital channels and lead Process and Metrics to
value propositions by example embed New Behaviors

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 2
SHIFTING
THEN, ENGAGING EMPLOYEES BY CREATING M INDSETS
&
A BEHAVIORS
PERSONALIZED CHANGE EXPERIENCE…

LEARN BY PERSONALISED
INCENTIVIZE
WATCHING EXPERIENCE

Mirror your role model Bring to live the Trigger intrinsic

”Moments that matter” motivators of individuals

Activities & Digital Enablers:

Follow interactions in social Co-create differentiated and Align rewards, recognition,
(collaboration) channels and delightful experiences with and incentives, motivate
Learning Boards provides Personas & Journey Maps to employees on desired
on-going interactive content increase employee engagement behaviors and outcomes

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 …AND ALIGNING YOUR
ORGANIZATION
3 ALIGNING THE
ORGANIZATION

SCALE UP CULTIVATE THE UNLEASH NEW WAYS

NEW NORTH STAR OF WORKING
SKILLING
Shift learning experiences Implement changes in
and develop new capabilities Right skills at the right
structure, new
and skills required place
policies and
processes
Activities & Digital Enablers:
On the go learning with Gamification and social Predictive analytics to
curated, bite-sized content collaboration to foster drive change as a science
in online and digital formats motivation and rather than guess work
adoption of new desired
behaviors
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 ALL CHALLENGES THAT COME WITH A TRANSFORMATION,
DO PRIORITIZE THE HUMAN ELEMENT IN ONGOING
ENGAGEMENT
Our research shows that the ability to shift culture and engage the organization in the shift directly
impacts business case and the outcomes of an enterprise transformation.

Four challenges that consistently prevent transformation success:

Lack of vision and missing the right sponsorship

Low Performers
Level of C-level commitment is almost 3 X HIGHER are
for High Performers compared to Low Performers (89% vs
37%) 4 X LESS
Inability to shift
81%
culture
of High Performers manage to foster a culture of
experimentation vs. 25% Low Performers
LIKELY
t o r8eport receiving a significant
Not enough stakeholder ROI from transformation
THE BOTTOM LINE
engagement
75% of High Performers manage to empower
decisions at lower levels in the organisation focus on
You need to

Politics and inability to

people to reap the
change results
> of Low Performers cites as key challenge
of making enterprise change.

50%
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 THANK YOU

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reserved.