DIGITAL CULTURE TRANSFORMATION

Industry: Financial Services

With rapid market shifts and technological advancements disrupting the financial services sector, our client is focussed on a major ‘digital first’ transformation of their strategy and business model.

They sought a partner to work with them to understand how culture was impacting this transformation and how they could build a culture that directly supported their aspirations.

DIGITAL CULTURE TRANSFORMATION

Industry: Financial Services

With rapid market shifts and technological advancements disrupting the financial services sector, our client is focussed on a major ‘digital first’ transformation of their strategy and business model.

They sought a partner to work with them to understand how culture was impacting this transformation and how they could build a culture that directly supported their aspirations.

DIGITAL CULTURE TRANSFORMATION

Industry: Financial Services

With rapid market shifts and technological advancements disrupting the financial services sector, our client is focussed on a major ‘digital first’ transformation of their strategy and business model.

They sought a partner to work with them to understand how culture was impacting this transformation and how they could build a culture that directly supported their aspirations.

DIGITAL CULTURE TRANSFORMATION

Industry: Financial Services

With rapid market shifts and technological advancements disrupting the financial services sector, our client is focussed on a major ‘digital first’ transformation of their strategy and business model.

They sought a partner to work with them to understand how culture was impacting this transformation and how they could build a culture that directly supported their aspirations.

DIGITAL CULTURE TRANSFORMATION

Industry: Financial Services

With rapid market shifts and technological advancements disrupting the financial services sector, our client is focussed on a major ‘digital first’ transformation of their strategy and business model.

They sought a partner to work with them to understand how culture was impacting this transformation and how they could build a culture that directly supported their aspirations.

 

CHALLENGE & SOLUTION

Despite substantial investment in making the shift to a more agile and ‘digital first’ organisation, including changes to organisational structure and team ways of working, our client was not seeing improvements in the workforce behaviours required to execute their strategy. They suspected their culture was undermining their ability to transform and deliver in a changing market.

 We worked with our client to define and diagnose their culture using a framework that directly aligned culture, through evidence, to their strategic focus and performance outcomes. This allowed us to work with our client to carefully describe, and then measure their performance against a unique culture that would deliver their strategy. 

We partnered to deliver an employee-listening investigation process with employees of all levels across all Australian and New Zealand sites. This enabled us to identify the mindsets, expectations and work practices that were key barriers to desired behaviour and identify the best levers, including existing strengths, to accelerate change. 

Using aligned culture and leadership frameworks, we also identified gaps in leader ability to lead the desired culture, and the capability of the workforce to enact culturally-relevant behaviours. Identifying where leadership and workforce capability failed to intersect with the desired culture, we were able to provide the data to support a clear roadmap of culture transformation, including the leadership and workforce capability uplift necessary for success.



CHALLENGE & SOLUTION

Despite substantial investment in making the shift to a more agile and ‘digital first’ organisation, including changes to organisational structure and team ways of working, our client was not seeing improvements in the workforce behaviours required to execute their strategy. They suspected their culture was undermining their ability to transform and deliver in a changing market.

 We worked with our client to define and diagnose their culture using a framework that directly aligned culture, through evidence, to their strategic focus and performance outcomes. This allowed us to work with our client to carefully describe, and then measure their performance against a unique culture that would deliver their strategy.

 We partnered to deliver an employee-listening investigation process with employees of all levels across all Australian and New Zealand sites. This enabled us to identify the mindsets, expectations and work practices that were key barriers to desired behaviour and identify the best levers, including existing strengths, to accelerate change.

 Using aligned culture and leadership frameworks, we also identified gaps in leader ability to lead the desired culture, and the capability of the workforce to enact culturally-relevant behaviours. Identifying where leadership and workforce capability failed to intersect with the desired culture, we were able to provide the data to support a clear roadmap of culture transformation, including the leadership and workforce capability uplift necessary for success.

CHALLENGE & SOLUTION

Despite substantial investment in making the shift to a more agile and ‘digital first’ organisation, including changes to organisational structure and team ways of working, our client was not seeing improvements in the workforce behaviours required to execute their strategy. They suspected their culture was undermining their ability to transform and deliver in a changing market.

 We worked with our client to define and diagnose their culture using a framework that directly aligned culture, through evidence, to their strategic focus and performance outcomes. This allowed us to work with our client to carefully describe, and then measure their performance against a unique culture that would deliver their strategy.

 We partnered to deliver an employee-listening investigation process with employees of all levels across all Australian and New Zealand sites. This enabled us to identify the mindsets, expectations and work practices that were key barriers to desired behaviour and identify the best levers, including existing strengths, to accelerate change.

 Using aligned culture and leadership frameworks, we also identified gaps in leader ability to lead the desired culture, and the capability of the workforce to enact culturally-relevant behaviours. Identifying where leadership and workforce capability failed to intersect with the desired culture, we were able to provide the data to support a clear roadmap of culture transformation, including the leadership and workforce capability uplift necessary for success.

 

 

CHALLENGE & SOLUTION

Despite substantial investment in making the shift to a more agile and ‘digital first’ organisation, including changes to organisational structure and team ways of working, our client was not seeing improvements in the workforce behaviours required to execute their strategy. They suspected their culture was undermining their ability to transform and deliver in a changing market.

We worked with our client to define and diagnose their culture using a framework that directly aligned culture, through evidence, to their strategic focus and performance outcomes. This allowed us to work with our client to carefully describe, and then measure their performance against a unique culture that would deliver their strategy.

We partnered to deliver an employee-listening investigation process with employees of all levels across all Australian and New Zealand sites. This enabled us to identify the mindsets, expectations and work practices that were key barriers to desired behaviour and identify the best levers, including existing strengths, to accelerate change.

Using aligned culture and leadership frameworks, we also identified gaps in leader ability to lead the desired culture, and the capability of the workforce to enact culturally-relevant behaviours. Identifying where leadership and workforce capability failed to intersect with the desired culture, we were able to provide the data to support a clear roadmap of culture transformation, including the leadership and workforce capability uplift necessary for success.

CHALLENGE & SOLUTION

Despite substantial investment in making the shift to a more agile and ‘digital first’ organisation, including changes to organisational structure and team ways of working, our client was not seeing improvements in the workforce behaviours required to execute their strategy. They suspected their culture was undermining their ability to transform and deliver in a changing market.

We worked with our client to define and diagnose their culture using a framework that directly aligned culture, through evidence, to their strategic focus and performance outcomes. This allowed us to work with our client to carefully describe, and then measure their performance against a unique culture that would deliver their strategy.

We partnered to deliver an employee-listening investigation process with employees of all levels across all Australian and New Zealand sites. This enabled us to identify the mindsets, expectations and work practices that were key barriers to desired behaviour and identify the best levers, including existing strengths, to accelerate change.

Using aligned culture and leadership frameworks, we also identified gaps in leader ability to lead the desired culture, and the capability of the workforce to enact culturally-relevant behaviours. Identifying where leadership and workforce capability failed to intersect with the desired culture, we were able to provide the data to support a clear roadmap of culture transformation, including the leadership and workforce capability uplift necessary for success.

WHAT WE DID

Needs Analysis 
Culture Diagnostics
Focus Groups
Facilitation
Culture Reporting

WHAT WE DID

Needs Analysis 
Culture Diagnostics
Focus Groups
Facilitation
Culture Reporting

WHAT WE DID

Needs Analysis 
Culture Diagnostics
Focus Groups
Facilitation
Culture Reporting

WHAT WE DID

Needs Analysis 
Culture Diagnostics
Focus Groups
Facilitation
Culture Reporting

WHAT WE DID

Needs Analysis 
Culture Diagnostics
Focus Groups
Facilitation
Culture Reporting

CALLOUT

A culture frame that links directly to strategic performance

Culture becomes a powerful source of performance and advantage when directly aligned to an organisation’s cultural aspirations. Our framework and diagnostics are informed by empirical evidence linking specific culture attributes to business performance outcomes such as profitability, market growth and customer lifetime value.  

Aligning leadership, workforce capability and culture

While we know culture, leadership and workforce capability come together to greatly impact organisational performance, diagnostics often consider these in isolation. Our approach brought together all three, identifying both strengths to be leveraged and critical gaps in leadership and workforce capability that needed to be addressed to boost the odds of successful cultural transformation.

 

CALLOUT

A culture frame that links directly to strategic performance

Culture becomes a powerful source of performance and advantage when directly aligned to an organisation’s cultural aspirations. Our framework and diagnostics are informed by empirical evidence linking specific culture attributes to business performance outcomes such as profitability, market growth and customer lifetime value.  

Aligning leadership, workforce capability and culture

While we know culture, leadership and workforce capability come together to greatly impact organisational performance, diagnostics often consider these in isolation. Our approach brought together all three, identifying both strengths to be leveraged and critical gaps in leadership and workforce capability that needed to be addressed to boost the odds of successful cultural transformation.

CALLOUT

A culture frame that links directly to strategic performance

Culture becomes a powerful source of performance and advantage when directly aligned to an organisation’s cultural aspirations. Our framework and diagnostics are informed by empirical evidence linking specific culture attributes to business performance outcomes such as profitability, market growth and customer lifetime value.  

Aligning leadership, workforce capability and culture

While we know culture, leadership and workforce capability come together to greatly impact organisational performance, diagnostics often consider these in isolation. Our approach brought together all three, identifying both strengths to be leveraged and critical gaps in leadership and workforce capability that needed to be addressed to boost the odds of successful cultural transformation.

CALLOUT

A culture frame that links directly to strategic performance

Culture becomes a powerful source of performance and advantage when directly aligned to an organisation’s cultural aspirations. Our framework and diagnostics are informed by empirical evidence linking specific culture attributes to business performance outcomes such as profitability, market growth and customer lifetime value.  

Aligning leadership, workforce capability and culture

While we know culture, leadership and workforce capability come together to greatly impact organisational performance, diagnostics often consider these in isolation. Our approach brought together all three, identifying both strengths to be leveraged and critical gaps in leadership and workforce capability that needed to be addressed to boost the odds of successful cultural transformation.

CALLOUT

A culture frame that links directly to strategic performance

Culture becomes a powerful source of performance and advantage when directly aligned to an organisation’s cultural aspirations. Our framework and diagnostics are informed by empirical evidence linking specific culture attributes to business performance outcomes such as profitability, market growth and customer lifetime value.  

Aligning leadership, workforce capability and culture

While we know culture, leadership and workforce capability come together to greatly impact organisational performance, diagnostics often consider these in isolation. Our approach brought together all three, identifying both strengths to be leveraged and critical gaps in leadership and workforce capability that needed to be addressed to boost the odds of successful cultural transformation.

KEY OUTCOMES

The culture data collected has informed a culture aspiration and transformation plan with strong links to our client’s strategic requirements. This plan is currently being executed to bring about significant culture change.

KEY OUTCOMES

-       Complies with COVID-19 social and corporate restrictions

-       Ability to orient new hires in different locations within the same program

-       On-demand resources allow new hires to access onboarding content straight away

-       Reduced travel costs

KEY OUTCOMES

-       Complies with COVID-19 social and corporate restrictions

-       Ability to orient new hires in different locations within the same program

-       On-demand resources allow new hires to access onboarding content straight away

-       Reduced travel costs

KEY OUTCOMES

-      Complies with COVID-19 social and corporate restrictions

-      Ability to orient new hires in different locations within the same program

-      On-demand resources allow new hires to access onboarding content straight away

-      Reduced travel costs

KEY OUTCOMES

-·      Complies with COVID-19 social and corporate restrictions

-       Ability to orient new hires in different locations within the same program

-       On-demand resources allow new hires to access onboarding content straight away

-       Reduced travel costs

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EXECUTING A CUSTOMER-CENTRIC ENTERPRISE STRATEGY

Industry: Energy
As one of the largest ASX listed investors in renewable energy, the organisation recently refreshed its enterprise strategy to respond to the changing environment in which they operate. The Customer Market Operations team sought out a partner to support them with the execution of their enterprise strategy which centred around three simple priorities: growth, transformation and social license.

 

WHAT WE DID

Leadership Development
eLearning
Workshop Facilitation
Peer Coaching
Train the Trainer
Digital & Print Collateral
Learning Consulting
Blended Learning

 

CHALLENGE & SOLUTION

Following the success of the Everyday Leader program (which was Highly Commended at the 2017 AITD Excellence Awards), they seized the opportunity to continue building the skillsets of ‘everyday leaders’. This continued investment recognises that it’s often the small things, done well and consistently, that have a big impact on performance and engagement.
We partnered with the retail asset management company to create Everyday Leader Beyond, a six month leadership development program that reinforces the role of leaders in embedding the organisation’s new values and translating its brand strategy of Making Things Better, Easier and More Enjoyable into a lived experience for teams.
Everyday Leader Beyond consists of a masterclass series, peer coaching sessions, eLearning modules, People Leader Portal resources and a “Better Way” Showcase to highlight new ideas and ways of leading.

 

CALLOUT

Blended Learning Nous
Our ability to craft a multi-faceted program combining experiential, social and formal learning through both digital and face-to-face channels was key to success. This blended approach sparked deeper dialogue between participants, a greater level of comfort using technology for learning and increased commitment to reflective practice (leaders regularly blogged about their experiences and reflections).

Joined Up Approach
While the target audience for Everyday Leader Beyond was frontline to mid-level managers, we understood the need to involve senior leaders in the solution to create a unified leadership community. One mechanism for this, was the creation of specific roles for senior leaders as ‘captains’ of the peer coaching groups. This role enabled leaders to share their experience and insights with the next level of leaders, while getting to know talent from different parts of the business.

Facilitation Firepower
With 82 shopping centres across the country, the workshop and masterclass components of the Everyday Leader programs required our support for national delivery. We drew on our pool of dynamic facilitators located in every major capital city to engage and stretch participants in immersive and highly interactive sessions.

 

KEY OUTCOMES

The development of new, ‘everyday’ leadership skills with 84% of participants agreeing that they were able to put this learning into practice. What’s more, 69% of senior leaders sponsoring the program noticed the subsequent capability uplift.
Post program, 87% of participants said they had a better appreciation of a leader’s role in creating memorable employee experiences and felt confident to do so. 82% of participants felt more connected with their peers, willing to collaborate and united as one leadership community.
92% of senior leaders agreed that their sponsorship and involvement in the program added value to their own leadership development.

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