Tagged: happens Toggle Comment Threads | Keyboard Shortcuts

  • user 3:36 am on February 25, 2018 Permalink | Reply
    Tags: , , happens, , ,   

    Culture change happens when organisations are transformed by people 

    POWER TO THE

    Last time we introduced some core ‘beliefs’ that are key to successful . Now we’re going to look at these beliefs in a bit more detail: In particular, what’s the role of the individual in culture change?

    To gauge how successfully their change programmes are progressing, need to understand what’s going on enterprise-wide. There are various ways they can do that, from tracking what people are actually doing—their day-to-day functions—through to in-depth behavioural analytics. All of that provides a good basis for benchmarking the maturity level of the organisation, deciding how to measure success and, of course, how to move the dial.

    Those insights inform how organisations prioritise the design of change programmes around structure, people and behaviours. Crucially, it helps them think about designing the appropriate structure for driving the change the organisation needs.

    It’s only with the right structure that people’s behaviours—including decision-making, empowerment and lowering the centre of gravity—will start to change. Once people have more empowerment through the new structure, they need to learn how to use this to behave more productively.

    This is where small, incremental changes come into their own. As people begin to do things differently, this becomes a form of habit. And as that , new behaviours start to permeate the enterprise and become embedded. Think about this as a cycle—from understanding to design to structures—all geared to enabling people to behave differently and make changes to how they operate.

    To bring this to life, think about the incremental changes that an organisation might want to set in motion. A great example? The number of people that typically attend meetings. This can easily be changed so only people with the opportunity to make a decision actually go along.

    If a staff member and their direct superior are both scheduled to attend, they need to make sure that only one of them goes. Otherwise, it sends out the signal that there’s a lack of delegation. It also shows that people are not sufficiently empowered.

    The follow-on? Whoever does attend must make a decision. That’s more efficient for everyone. There’s no need for a follow-up meeting. Incremental changes like these help to encourage a culture where people have more confidence in their own judgement.

    Other focuses for incremental change could be the time it takes to get new products or services to customers—or introducing greater customer-centricity. Whatever the objective, it’s all about being able to continuously rework an organisation’s structure in pursuit of a particular goal, rather than having to do a major restructuring once every five years.

    One priority will be the creation of agile, multi-disciplinary teams formed to solve specific customer problems with a scrum-style approach. This too comes back to analytics, of course. For these teams to come together with the right capabilities, organisations need to know what’s going on enterprise-wide.

    Using analytics, they can get those insights and use them to carry out the workforce planning that’ll ensure they get the right skills through the door for those teams and rapidly pivot the organisation to adapt to new situations.

    Also, a connected point, individuals need to take more responsibility for their own skills so they can continue to be relevant. The emphasis is on people planning their own careers, rather than relying on management to do that for them. If employees have universal skills, then they’ve got applicability to a whole range of situations, not just a single role.

    A good way forward is for the business to think about developing an internal consultancy function, which can be hired on a project-by-project basis. Designing in that kind of flexibility puts the emphasis on individuals to really understand their worth, short and long term. This new kind of enterprise is less paternalistic than what went before. And it’s much more dynamic.

    Employees actively want a gig career, where they evolve a portfolio of skills and keep on learning new ones. And older people within the organisation are often, perhaps counterintuitively, more receptive to this new way of working. They acknowledge that they’re not digital natives, and as a result may feel disconnected, from their co-workers and quite possibly their children. The moral? Don’t make assumptions about the workforce.

    Circling back to where we started, it’s all about setting the direction for change, making sure everyone in the organisation knows they have a role to play in that change, and crucially, continuously tracking progress towards clearly defined objectives.

    Thanks for reading.

    The post Culture change happens when organisations are transformed by people appeared first on Accenture Banking Blog.

    Accenture Banking Blog

     
  • user 3:35 am on January 26, 2018 Permalink | Reply
    Tags: , , happens, , ,   

    Culture change happens when organisations are transformed by people 

    POWER TO THE

    Last time we introduced some core ‘beliefs’ that are key to successful . Now we’re going to look at these beliefs in a bit more detail: In particular, what’s the role of the individual in culture change?

    To gauge how successfully their change programmes are progressing, need to understand what’s going on enterprise-wide. There are various ways they can do that, from tracking what people are actually doing—their day-to-day functions—through to in-depth behavioural analytics. All of that provides a good basis for benchmarking the maturity level of the organisation, deciding how to measure success and, of course, how to move the dial.

    Those insights inform how organisations prioritise the design of change programmes around structure, people and behaviours. Crucially, it helps them think about designing the appropriate structure for driving the change the organisation needs.

    It’s only with the right structure that people’s behaviours—including decision-making, empowerment and lowering the centre of gravity—will start to change. Once people have more empowerment through the new structure, they need to learn how to use this to behave more productively.

    This is where small, incremental changes come into their own. As people begin to do things differently, this becomes a form of habit. And as that , new behaviours start to permeate the enterprise and become embedded. Think about this as a cycle—from understanding to design to structures—all geared to enabling people to behave differently and make changes to how they operate.

    To bring this to life, think about the incremental changes that an organisation might want to set in motion. A great example? The number of people that typically attend meetings. This can easily be changed so only people with the opportunity to make a decision actually go along.

    If a staff member and their direct superior are both scheduled to attend, they need to make sure that only one of them goes. Otherwise, it sends out the signal that there’s a lack of delegation. It also shows that people are not sufficiently empowered.

    The follow-on? Whoever does attend must make a decision. That’s more efficient for everyone. There’s no need for a follow-up meeting. Incremental changes like these help to encourage a culture where people have more confidence in their own judgement.

    Other focuses for incremental change could be the time it takes to get new products or services to customers—or introducing greater customer-centricity. Whatever the objective, it’s all about being able to continuously rework an organisation’s structure in pursuit of a particular goal, rather than having to do a major restructuring once every five years.

    One priority will be the creation of agile, multi-disciplinary teams formed to solve specific customer problems with a scrum-style approach. This too comes back to analytics, of course. For these teams to come together with the right capabilities, organisations need to know what’s going on enterprise-wide.

    Using analytics, they can get those insights and use them to carry out the workforce planning that’ll ensure they get the right skills through the door for those teams and rapidly pivot the organisation to adapt to new situations.

    Also, a connected point, individuals need to take more responsibility for their own skills so they can continue to be relevant. The emphasis is on people planning their own careers, rather than relying on management to do that for them. If employees have universal skills, then they’ve got applicability to a whole range of situations, not just a single role.

    A good way forward is for the business to think about developing an internal consultancy function, which can be hired on a project-by-project basis. Designing in that kind of flexibility puts the emphasis on individuals to really understand their worth, short and long term. This new kind of enterprise is less paternalistic than what went before. And it’s much more dynamic.

    Employees actively want a gig career, where they evolve a portfolio of skills and keep on learning new ones. And older people within the organisation are often, perhaps counterintuitively, more receptive to this new way of working. They acknowledge that they’re not digital natives, and as a result may feel disconnected, from their co-workers and quite possibly their children. The moral? Don’t make assumptions about the workforce.

    Circling back to where we started, it’s all about setting the direction for change, making sure everyone in the organisation knows they have a role to play in that change, and crucially, continuously tracking progress towards clearly defined objectives.

    Thanks for reading.

    The post Culture change happens when organisations are transformed by people appeared first on Accenture Banking Blog.

    Accenture Banking Blog

     
  • user 12:18 pm on April 15, 2017 Permalink | Reply
    Tags: , , happens, , ,   

    Core Transformation Happens One Product At a Time 

    With all the “neo” and challenger promising the speed and efficiency of smartphone banking, traditional FIs now more than ever feel the pressure to reinvent their antiquated systems. Transforming the banking is possibly the costliest and the riskiest undertaking for any financial institution. To reduce this risk, banks should take a by product [&;]
    Bank Innovation

     
  • user 12:40 am on July 20, 2016 Permalink | Reply
    Tags: , , , , happens,   

    How to Follow the Ethereum Hard Fork as it Happens 

    CoinDesk outlines a number of ways to tomorrow’s expected of the .
    CoinDesk

     
  • user 12:34 pm on July 3, 2016 Permalink | Reply
    Tags: , , happens,   

    #Brexit + #fintech: What happens now? 

    LONDON, UNITED KINGDOM - MARCH 17:  In this photo illustration, the European Union and the Union flag are pictured on a pin badge on March 17, 2016 in London, United Kingdom. The United Kingdom will hold a referendum on June 23, 2016 to decide whether or not to remain a member of the European Union (EU), an economic and political partnership involving 28 European countries which allows members to trade together in a single market and free movement across its borders for citizens.  (Photo by Dan Kitwood/Getty Images) The British public recently voted to leave the European Union. Only history will tell whether it was a good decision or not. The immediate issue is&; what now? Those in financial services and firms will have to grapple with the unraveling of treaties that will have a direct impact on their business. But first&8230; what happens next? Read More


    fintech techcrunch

     
c
compose new post
j
next post/next comment
k
previous post/previous comment
r
reply
e
edit
o
show/hide comments
t
go to top
l
go to login
h
show/hide help
shift + esc
cancel
Close Bitnami banner
Bitnami