CHANGING THE GAME: CREATING AN EFFECTIVE DIGITAL ORGANISATION … · that see the future challenges...
Transcript of CHANGING THE GAME: CREATING AN EFFECTIVE DIGITAL ORGANISATION … · that see the future challenges...
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CHANGING THE GAME:
CREATING AN EFFECTIVE
DIGITAL ORGANISATION
AND CULTURE
NATHAN OTTCEO
THE GC INDEX®
@THEGCINDEX
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THE GC INDEX CLIENT EXAMPLES
@THEGCINDEX
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ORGANISATIONAL PARADOX OF CHANGE
• ‘You work in a business that, in order to compete and thrive,
needs to innovate and drive transformational change’.
• Tension: ‘Problem-Centered’ vs. ‘Possibility-Centered’.
• Objective: ‘Fail Safe’ and ‘Safe To Fail’ cultures to work
together in harmony.
“The GC Index® is a framework and language that helps
teams and organisations understand how to align ALL of
their talents to transformational change…”
@THEGCINDEX
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SOME COMMENTS
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PARADOX OF TRANSFORMATIONAL CHANGE
LINEAR, INCREMENTAL AND PROBLEM-CENTERED
NON-LINEAR AND POSSIBILITY CENTERED
@THEGCINDEX
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ANALOGUE TALENT FRAMEWORKS:
• ONE – DIMENSIONAL VIEW OF TALENT
• CONFUSE PROMOTION WITH PERFORMANCE
• THE MYTH OF THE HERO INNOVATOR
• INDIVIDUALISTIC
@THEGCINDEX
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THE GC INDEX® ROLES
“WHO’S DOING
WHAT?”
“IS EVERYONE
CLEAR ABOUT
THEIR ROLE?”
“WHY ARE
WE DOING THIS?
WHAT’S THE
PURPOSE ?”
“HOW DOES THIS
FIT WITH OUR
STRATEGY?”
“WHAT’S THE
OUTCOME?”
“WHAT DO WE
NEED TO
ACHIEVE AND BY
WHEN?”
“I CAN SEE A
DIFFERENT WAY
OF DOING
THIS?”
“LET’S JUST DO
IT A NEW WAY”
“I THINK THAT
WE CAN
IMPROVE ON
THIS”
“WE’RE LETTING
OURSELVES
DOWN”
@THEGCINDEX
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THE GC INDEX® & ORG CULTURE
@THEGCINDEX
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GETTING THE RIGHT MIX FOR THE OUTCOME
@THEGCINDEX
‘Do we need people
that see the future
challenges for the
business?’
(Strategist)
‘Do we need people
who see future,
transformational
possibilities?’ (Game
Changer)
‘Do we need to learn
from success and
failure?’ (Polisher)
‘Do we need to bring
urgency to action?’
(Implementer)
‘Have we created a
culture of shared
endeavour and focus?
(Play Maker)
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AN “INVENTIVE” LEADERSHIP TEAM
14%
7%
21.5%
21.5%
21.5%
@THEGCINDEX
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A “TRANSFORMATIONAL” LEADERSHIP TEAM
20%
19%22%
22%
17%
@THEGCINDEX
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15%
39%
23%
AN “INNOVATIVE” LEADERSHIP TEAM
* PERCENTAGES ARE BASED
UPON HIGHEST SCORES
0%
23%
@THEGCINDEX
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30%
20%
30%
* PERCENTAGES ARE BASED
UPON HIGHEST SCORES
A “TRADITIONAL” LEADERSHIP TEAM
10%
10%
@THEGCINDEX
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A BUSINESS AS USUAL LEADERSHIP TEAM
* PERCENTAGES ARE BASED
UPON HIGHEST SCORES
6%
0%
22%
44% 36%
@THEGCINDEX
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CULTURE IS NOT ONE DIMENSIONAL
@THEGCINDEX
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CULTURE IS NOT ONE DIMENSIONAL
• ENABLES DIVERSITY OF IMPACT
• BUT WE NOW HAVE A LANGUAGE AND
FRAMEWORK THAT PUTS EVERYONE ON
THE SAME DIMENSION…
• CREATING A CULTURE WHERE EVERYONE
CAN CONTRIBUTE TO DIGITAL
TRANSFORMATION…
@THEGCINDEX
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INTERACTIVE Q&A:
OVERCOMING THE CULTURAL
& ORGANISATIONAL
CHALLENGES FOR
SUCCESSFUL DIGITAL
TRANSFORMATION
@THEGCINDEX
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SOME QUESTIONS
QUESTION 1:
DO WE HAVE A 'SAFE TO FAIL' CULTURE IN AREAS OF THE BUSINESS THAT
NEED TO FACILITATE TRANSFORMATIONAL CHANGE?
QUESTION 2:
DO WE HAVE A TEAM THAT PEOPLE WILL TRUST TO LEAD AND DRIVE
TRANSFORMATIONAL CHANGE?
QUESTION 3:
ARE WE ARE A BUSINESS THAT RECOGNISES AND NURTURES TALENT
THAT CAN INITIATE TRANSFORMATIONAL CHANGE?
QUESTION 4:
DO ALL OUR PEOPLE KNOW HOW THEY CAN MAKE A CONTRIBUTION TO
THE PROCESS OF TRANSFORMATIONAL CHANGE?
@THEGCINDEX
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“SAFE TO FAIL” CULTURE
QUESTION 1:
DO WE HAVE A 'SAFE TO FAIL' CULTURE IN AREAS OF THE BUSINESS THAT
NEED TO FACILITATE TRANSFORMATIONAL CHANGE?
1) INITIATING:THIS CHALLENGE IS ‘ON OUR RADAR’ AT THE MOST SENIOR LEVEL.
2) EMERGING:WE HAVE A PLAN FOR IMPLEMENTING A ‘SAFE TO FAIL’ CULTURE.
3) PERFORMING: WE HAVE STRUCTURES AND PROCESSES IN PLACE TO ENABLE A 'SAFE TO FAIL' CULTURE?.
4) ADVANCING: WE ARE BEGINNING TO SEE THE TANGIBLE OUTCOMES OF CREATING ‘A SAFE TO FAIL CULTURE’.
5) LEADING:WE HAVE A SAFE TO FAIL CULTURE ACROSS OUR ORGANISATION.
@THEGCINDEX
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THE RIGHT TRANSFORMATION TEAM
QUESTION 2:
DO WE HAVE A TEAM THAT PEOPLE WILL TRUST TO LEAD AND DRIVE
TRANSFORMATIONAL CHANGE?
1) INITIATING:THIS CHALLENGE IS ‘ON OUR RADAR’ AT THE MOST SENIOR LEVEL..
2) EMERGING: WE HAVE A PLAN FOR BUILDING THE RIGHT TEAM WITH THE RIGHT COMPOSITION FOR
TRANSFORMATIONAL CHANGE.
3) PERFORMING:WE HAVE THE TEAM WE NEED, IDENTIFIED AND COMPOSED USING A TRANSFORMATIONAL TALENT
METHODOLOGY.
4) ADVANCING:WE HAVE A TRANSFORMATION TEAM THAT IS MEETING EXPECTATIONS.
5) LEADING:WE HAVE A HIGHLY MOTIVATED, HIGHLY PERFORMING TEAM THAT IS DELIVERING EVERYTHING AND MORE.
@THEGCINDEX
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NURTURING TRANSFORMATIONAL TALENT
QUESTION 3:
ARE WE ARE A BUSINESS THAT RECOGNISES AND NURTURES TALENT
THAT CAN INITIATE TRANSFORMATIONAL CHANGE?
1) INITIATING:THIS CHALLENGE IS ‘ON OUR RADAR’ AT THE MOST SENIOR LEVEL.
2) EMERGING: WE HAVE AN HR PLAN FOR RECRUITING AND NURTURING THOSE INDIVIDUALS WHO CAN MAKE A
SIGNIFICANT CONTRIBUTION TO TRANSFORMATIONAL CHANGE.
3) PERFORMING:WE HAVE PROCESSES IN PLACE THAT HELP MANAGERS IN THE BUSINESS MANAGE, MOTIVATE AND
RETAIN GAME CHANGING TALENT.
4) ADVANCING:RECOGNISING AND NURTURING GAME CHANGING TALENT IS WELL-EMBEDDED WITHIN KEY PARTS OF THE
BUSINESS.
5) LEADING:WE RECOGNISE AND REWARD PEOPLE WHO MAKE A VALUED CONTRIBUTION TO TRANSFORMATIONAL
CHANGE.
@THEGCINDEX
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EVERYONE IS CONTRIBUTING
QUESTION 4:
DO ALL OUR PEOPLE KNOW HOW THEY CAN MAKE A CONTRIBUTION TO THE
PROCESS OF TRANSFORMATIONAL CHANGE.
1) INITIATING:THIS CHALLENGE IS ‘ON OUR RADAR’ AT THE MOST SENIOR LEVEL
2) EMERGING:WE HAVE A PLAN FOR EDUCATING OUR KEY PEOPLE ON HOW “EVERYONE CAN CONTRIBUTE”
3) PERFORMING:OUR DEVELOPMENT PROGRAMMES ARE UNDERWAY, BUILT AROUND LEADING TRANSFORMATIONAL HR
THINKING.
4) ADVANCING: ALL OUR PEOPLE ARE CLEAR ABOUT AND HIGHLY MOTIVATED TO MAKE A CONTRIBUTION TO
TRANSFORMATIONAL CHANGE.
5) LEADING:ALL OUR PEOPLE HAVE THE CONFIDENCE AND THE COMPETENCE TO MAKE SIGNIFICANT CONTRIBUTIONS
TO TRANSFORMATIONAL CHANGE.
@THEGCINDEX
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WRAP UP AND CLOSE
FINAL THOUGHTS?
@THEGCINDEX