JAXenter: Cultural change is difficult. Why would companies need to change their culture and how would they do it?
Morgan: Any organisation that is serious about their ambition to be quicker to market needs to have the correct cultural mindset. We can have all the right processes, and strategy, and toolchain, but if we don’t have the right mindset across the organisation, then we’re not really able to reap the rewards of that fine-tuned strategy and plan.
It’s people that drive a company, a project, a product… Not workstreams! Not a business plan.
The way to approach cultural change can start with applying agile to HR; with better internal communications, but ultimately it needs to address people’s behaviours and this will be the focus of my session.

JAXenter: Which has a better chance at success, a top-down initiative to change the corporate culture or a bottom-up one?
Morgan: Ah. It’s both!You need to create a perfect and beautiful storm. Not top-down, not bottom-up, you need to come from both sides and at the same time.

JAXenter: What do you mean by a Behavioral Framework? How can a company build a successful one?
Morgan: Behavioural Framework is a mapping of desired actions, attitudes and mindset that we want to change in our organisation. It can be divided into different streams, for example, a Continous Improvement stream will outline the behaviour and mindset from level 1 (starter) to a level 3 where the desired behaviour is now natural. Support enough people to achieve level 5 across different streams and cultural change will be successful.
Building a behavioural framework is very straightforward:

• Look at your digital transformation goals
• identify the key behaviour needs of your organisation to achieve the transformed level
  • Is this a continuous improvement mindset? Lean mindset? Some organisations arrange their wanted behaviours around these as well: Respect, Empathy, Pride and efficiency!
  • Typical wanted behaviours are:
    • I will look for ways to do things better
    • I will actively listen, showing that I value others’ input and opinions
• Establish support to be made available to staff, some organisations are moving into providing Microtraining – short and small slots of training made available to people when they needed it.
• Engage with Managers to support the rollout.
• Roll out to the organisation with HR and leadership support.

JAXenter: What is the biggest hurdle in implementing a big change like this?
Morgan: Biggest one? Lack of enthusiasm! People underestimate the power of enthusiasm in the ability to galvanize an organisation. You need to show the end goal, the why, but at the end of the day, you need to call everyone to action.

JAXenter: What does a successfully implemented behavioural framework look like to you?
Morgan: One where the organisational culture is fit to deliver and sustain digital transformation. One where culture is always improving, not needed to have a reset every 7 or 10 years!

JAXenter: What will attendees be able to take away from your session
Morgan: All of the above and more, I hope they will leave with a clear idea and bullet points on how to lead cultural change in their organisation!

Thank you very much!