01 July 2018
Wow - what an exciting blog post for me to write: My very first blog as a Board Advisor to Temporall.
During my past 11 years working at Google, I’ve been lucky enough to experience first hand the power of a fantastic organisational culture. I’m a firm believer that the culture at Google is what inspires the innovation, agility, ownership, passion which ultimately leads to the exceptional performance the company has experienced to date.
I’ve had the opportunity to work on culture internally at Google through setting up programs such as the EMEA Noogler Induction program (a cultural induction for new Googlers a.k.a. Nooglers) and with customers externally via my role of Global Practice Lead, Change and Culture. We’ve helped many of Google Cloud’s largest customers globally to use technology to enable process redesign, business and cultural transformation.
Although this is an often debated statistic Kotter, HBR1, McKinsey2 and others suggest anywhere between 60%-80% of digital transformation programs continue to fail. Based on what I’ve seen, organisations are typically pretty good at selecting new technology to deploy, they’re sometimes okay at redesigning business processes, but more often than not where they let themselves down is by not paying enough attention to their people and the culture that is needed to make the transformation land successfully.
Recent research by McKinsey3 found ‘Culture is the most significant self-reported barrier to digital effectiveness’ and Gartner4 has also found that ‘Culture & people are the biggest barriers to successful digital transformation’. Yet culture is still often considered as fluffy, or less important as other top-level strategies. People and culture should be top-of-mind for any executive wanting to increase their chances of successful transformation and to future proof their business by developing a culture of innovation and more importantly deliver bottom line results.
My sense of why people and culture are such blind spots for many executives is that many of them haven’t ever experienced first hand what great culture looks and feels like. Not only do they struggle to understand what a good culture for their organisation could look like, they don’t know how to go about bringing it to life or, how to manage and measure it.
Organisations are going to have to figure this ‘culture’ thing out sooner rather than later. Not only from a business performance perspective but also from a compliance and corporate responsibility angle. The right organisational culture is going to be increasingly seen as a vehicle to deliver performance and to ensure the right organisational behaviours are always being demonstrated and can be reported on.
From what I’ve seen, it is often a crisis (risk of survival, failure in marketplace, compliance breach, lack of innovation, loss of revenue, inability to attract new talent etc) that triggers culture change programs. But I’m a firm believer that executives shouldn’t wait for a crisis before making change.
Every single organisation would benefit from having a deep understanding of their Culture Analytics to help inform decisions, and maximise the chance of ongoing high performance and success in their chosen market.
I’m excited and and feel exceptionally privileged to join this amazing team at Temporall in the capacity of Board Advisor. Temporall deeply understand how to design and measure the ROI of Culture via Culture Analytics, and I’m delighted to be a part of this journey.
I’m looking forward to being involved with the ongoing development of the Temporall products, platform and service offerings, including the Culture Innovation & Index (CII) and newly launched Culture Workbench. And from a very selfish perspective I’m very much looking forward to learning more from the experience that the Temporall team have (check out the bio’s of this lot!)
If you or someone you know might be interested in finding out more, or if you’ve got any personal advice or suggestions for me or the team - get in touch, we’d love to hear from you!
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