What it is, what it's not and three key things to get right.

1. IS YOUR CULTURE DIGITAL READY?
NON-OBVIOUS CONNECTIONS BEYOND THE FLUFFY STUFF

2. KEY INGREDIENTS
1. LET’S DEFINE CULTURE
2. EMBRACING DUALITIES
3. IMPORTANCE OF A MODERNISED VISION
4. EVOLVING BEHAVIOUR

3. 1. LET’S DEFINE CULTURE
(OR LET’S START WITH WHAT IT’S NOT)

4. IT’S NOT > WHAT EMPLOYEES SAY OR THINK IT IS
Although feedback is important, this can be
rooted in superficial observational statements.
IT’S NOT > OUR VALUES ON A POSTER OR PLAQUE
Remember African Bank?
IT’S NOT > WHAT YOU WISH IT WAS
Important, but should be defined as
‘aspirational culture’.
African Bank's vision is to improve quality of life
through affordable, convenient and responsible credit.

5. TRUE CULTURE
IS THE WAY WE DO THINGS AROUND HERE
THE COLLECTIVE BEHAVIOUR OF A COMPANY’S EMPLOYEES Damian Madray

6. TRUE CULTURE
IS THE WAY WE DO THINGS AROUND HERE
THE COLLECTIVE BEHAVIOUR OF A COMPANY’S EMPLOYEES Damian Madray
DIGITAL READY CULTURE (TEST)
IS THE WAY WE DO THINGS AROUND HERE PREVENTING OR ENABLING US
TO ATTAIN OUR BUSINESS OUTCOMES < > AND GROW OUR PEOPLE
IN A CONNECTED MARKETPLACE?
Digital leaders < > do both

7. AN EXAMPLE OF A COMPANY GETTING IT RIGHT

8. NETFLIX (KEY OUT-TAKES)
1. OUR CULTURE FOCUSES ON HELPING US ACHIEVE
EXCELLENCE (PEOPLE AND COMPANY)
2. BEYOND NICE-SOUNDING VALUE STATEMENTS, THE ACTUAL
COMPANY VALUES ARE SHOWN BY WHO GETS REWARDED,
PROMOTED OR LET GO
3. ACTUAL COMPANY VALUES ARE THE BEHAVIOUR AND
SKILLS THAT ARE VALUED IN FELLOW EMPLOYEES
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9. 2. EMBRACING THE DUALITIES OF A DIGITAL READY CULTURE

10. KEY ENEMIES OF FOSTERING A DIGITAL READY CULTURE
• SENIOR LEADERS WITH RIGID MINDSETS WHO DON’T EMBRACE WHAT THEY DON’T KNOW (THIS IS THE WAY WE
HAVE BEEN DOING IT AND WILL CONTINUE DOING SO)
• HEADS OF DIGITAL WHO SEEK THE GLORY WITHOUT FOCUSING ON CROSS-SILO INCLUSION AND COLLABORATION
• NOT UNDERSTANDING THE FOCUS AREAS AND KEY OUTCOMES (CUSTOMER EXPERIENCE IMPROVEMENT ?? /
OPERATIONAL EFFICIENCIES ?? / BUSINESS MODEL EVOLUTION ??)

12. THE WORLD IS CHANGING FAST, BECOME COMFORTABLE WITH EMBRACING THE DUALITIES
OF THE DIGITAL LANDSCAPE, OR YOU’LL BURN OUT OR GO MAD FAST
PERFORMANCE AND MEASUREMENT OF EVERYTHING
WHOLESALE ADOPTION AND UNDERSTANDING
OF DIGITAL MEDIA AND TECHNOLOGIES
PROCESS IMPROVEMENTS AND COORDINATING
STAFF TO ATTAIN OUTCOMES
MOTIVATED, PURPOSE-DRIVEN, INTUITIVE STAFF
COLLABORATION, REVERSE MENTORING BETWEEN DIGITAL
NATIVES AND TECHNOPHOBES
FREEDOM AND ENCOURAGEMENT TO EXPERIMENT
AND INNOVATE

13. EMPLOYEE PARTICIPATION AND FEEDBACK ARE KEY
LEAN METHODOLOGIES ARE REPLACING OLD TEDIOUS ANNUAL SURVEY TO IDENTIFY BARRIERS AND IMPLEMENT CULTURAL CHANGES
IN A MUCH MORE REAL-TIME, DATA-DRIVEN APPROACH

14. MODERNISED VISION

15. SHARED VISION OF A COMPANY’S DIGITAL FUTURE
CULTURE IS TO EMPLOYEES WHAT BRANDING IS TO CUSTOMERS
IF BRANDING IS THE PROMISE YOU MAKE TO CUSTOMERS, CULTURE IS THE OPERATING SYSTEM OF HOW YOU DELIVER ON THE PROMISE

16. SHARED VISION OF A COMPANY’S DIGITAL FUTURE
CULTURE IS TO EMPLOYEES WHAT BRANDING IS TO CUSTOMERS
IF BRANDING IS THE PROMISE YOU MAKE TO CUSTOMERS, CULTURE IS THE OPERATING SYSTEM OF HOW YOU DELIVER ON THE PROMISE
KEY OUT-TAKE:
FOR A DIGITAL READY CULTURE, A SHARED VISION AMONGST SENIOR LEADERS OF WHAT THE DIGITAL FUTURE OF A COMPANY
LOOKS LIKE, INFORMS (AMONGST OTHER THINGS) THE NEW SET OF BEHAVIOURS REQUIRED
(CULTURE = COLLECTIVE BEHAVIOUR OF STAFF)

17. SHARED VISION OF A COMPANY’S DIGITAL FUTURE
INCREMENTAL VISIONS, GIVE INCREMENTAL RESULTS
STRONG VISIONS INSPIRE AND CREATE NEW BEHAVIOURS

18. SHARED VISION OF A COMPANY’S DIGITAL FUTURE
IT’S NOT ABOUT THROWING OUT THE OLD FOR THE NEW, BUT ABOUT BUILDING ON STRATEGIC ASSETS

19. SHARED VISION OF A COMPANY’S DIGITAL FUTURE
IT’S NOT ABOUT THROWING OUT THE OLD FOR THE NEW, BUT ABOUT BUILDING ON STRATEGIC ASSETS

20. EVOLVING BEHAVIOURS

21. FOCUSED ON VS NEGLECTED
BEYOND DESIGNING AND IMPLEMENTING NEW WAYS OF WORKING IN TERMS OF
1. PROCESS DIGITISATION
2. EMPLOYEE ENABLEMENT IN THE FORM OF IMPROVED WAYS OF COORDINATING, COLLABORATING AND SHARING
3. PERFORMANCE MANAGEMENT
HUMAN FACTORS ARE OFTEN OVERLOOKED AND NEGLECTED

22. A SIMPLE FRAMEWORK FOR BEHAVIOUR CHANGE
Adaptation of Adam Ferrier’s behaviour change
model from his book: “The Advertising Effect”
MOTIVATION
EASE
x
SUCCESSFUL
BEHAVIOUR CHANGE

23. A SIMPLE FRAMEWORK FOR BEHAVIOUR CHANGE
MOTIVATION
EASE
UNDERLYING PRINCIPLES
• MAKE IT MOTIVATING, MAKE IT EASY
• FOCUS ON LEADERSHIP INITIATIVES AND LEADING BY
EXAMPLE TO MOTIVATE AND COMBINE WITH NEW WAYS OF
WORKING TO IMPROVE EASE
• INTRINSIC DEFY EXTRINSIC REWARDS > NEW WAVE OF
SUCCESSFUL COMPANIES ARE PURPOSE LED
• BUY-IN AND ADOPTION FACILITATE ACTION AND NEW
BEHAVIOURS
• COLLECTIVE BEHAVIOURS ENABLE DIGITAL READY CULTURE
x
SUCCESSFUL
BEHAVIOUR CHANGE
Adaptation of Adam Ferrier’s behaviour change
model from his book: “The Advertising Effect”

24. www.qdivision.cohello@qdivision.co
AS THE LAST EMERGING MARKET, THE GLOBAL SPOTLIGHT IS ON AFRICA.
WE EXIST TO CREATE A WAVE OF INNOVATION ACROSS THE CONTINENT
BY MAKING DIGITAL LEADERSHIP AND BEST PRACTICE ATTAINABLE TO ALL.