Tag Archives: building culture

Digital Transformation Dialogues – Part 4 – Creating the Right Culture around Collaboration Tools

[Here’s more from my ongoing dialogue with transformation expert and friend Scott K Wilder. In the last post, we discussed ways to make an older workforce more digitally savvy. Scott ended that post with this: “Personally, I would rather be HipChatted vs. Slacked. But technology sometimes like religion. You have to find out what people are most comfortable with. At Marketo, it was Slack. At Salesforce, it is Chatter. For me, I prefer to be Skyped!. How about you?”]

GA: I’m a reluctant video user. I was always the kid who liked to sit in the very back of the class hunched down behind somebody who played Right Guard on the football team. That being said, I have some issues with chat too. It’s a very interruptive technology. I know that’s it’s super popular with developers – and I see the point particularly in Agile teams. But I always viewed serious code writing as essentially monastic. That may seem ludicrous, but writing large scale software is a real intellectual undertaking – requiring you to hold hundreds of thousands of lines of code in your head and have at least a general sense of how they fit together and what’s there. I’m not convinced you can do that while you’re regularly dropping in and out of chat sessions (or, for that matter, having meetings every 30 minutes). When I was writing large-scale code I pretty much talked to no one. Of course, a vanishingly tiny percentage of people are writing serious code. But I feel the same way about writing – something I do regularly. When I’m writing a piece I care about, I seriously don’t want to be interrupted. So my question really is about protecting culture – you’ve talked about adoption – and creating a culture of usage. I agree that’s important – in fact it’s a far more common failure point. Life being what it is, though, we also have to worry about too much success (and part of adoption is assuring people that culture won’t change too much – even if it will). So how do you create an etiquette culture around collaborative technologies that protects other types of behavior we value? After all, no company wants the family equivalent of everyone whipping out their iPhones at the dinner table…

SW: Ah, now we are getting into a little psychology and ethnography. For me, there are two ways to approach this (business) issue:

  1. Constantly try to understand the different personalities in your company
  2. Consistently establish and communicate company values throughout the organization

In every organization, there are many personality types. Each responds to new challenges in different ways, especially when it comes to adopting new technologies. Individual or team behaviors can be looked at through a Myers Briggs lens. Or you can examine various personas involved.

Ironically, 80% of companies do market segmentation with personas or some other kind approach, but few take the time to do the same thing when trying to figure out how to work with their own employees. Few companies step back and look at the different ways their own people adopt technology. There is often little conversation about how new processes and technologies diffuse throughout an organization. So what’s my point about all of this psycho mumbo jumbo.

Before you can create a culture around the adoption of a new technology, you need to understand the different personality types in your organization. And it helps if you leverage a topography like Myers Briggs, to help understand how people learn or adopt new technologies.

For example some people might prefer to learn on their own either studying a user manual or watching videos before kicking the tires and testing out a new product. Others might prefer to learn with a mentor or teacher to guide them. And others might want to learn by participating with others. The important thing is to first understand how an individual responds and adapt to new ways of doing business.

After you know the different types of people/personalities you are dealing with, you can begin to focus a culture that fosters the adoption of new technologies while protecting people’s values (or how they want to start using the new technology).

Finally, the challenge is getting these different types of people to function on a day-to-day basis with each other. This will be easier if you have provide a comfortable and safe environment for them to learn at their own speed and in their own way.

Secondly, when creating an etiquette culture around collaborative technologies, it’s important to present them to your employees by showing how they map to your core company values (This assumes you have company values). Atlassian, my current employer, has very strong values which are reviewed every time the company works on a project. Some of them include:

  • Don’t #@!% the customer: This statement promotes honesty and transparency. The company knows that their Customers are their lifeblood. Without happy customers, they are doomed
  • Play, as a team: As they say “We spend a huge amount of our time at work. So the more that time doesn’t feel like “work,” the better. We can be serious, without taking ourselves too seriously. We strive to put what’s right for the team first – whether in a meeting room or on a football pitch.”

These are just two of the values. There are others, but each one is used to help keep every employee aligned and heading towards the company’s True North, especially when adopting a new collaborative technology or trying to change behavior across the organization.

Finally, collaboration has no beginning nor end It is a continuous journey that involves multiple parts of your organization.

GA: There’s a lot here to respond to. I’m totally on board with your thoughts around corporate culture and values. Most companies pretend to have values – some actually do. And while I’ve argued in some other cases that you can drive analytics without necessarily having top-down support (though it sure does help), culture building is either hierarchic or anarchic – and anarchic rarely works as a model. That isn’t to say that individual managers can’t create micro-cultures inside a larger organization. They do – and pretty constantly. But those micro-cultures – for good or ill – are always getting worn down and eroded by the broader culture. There’s no place where the impact of senior folks is more pronounced than on setting the tone for this kind of culture building – and, as I’ve argued elsewhere, culture building isn’t done with words. In the beginning was the deed! You can talk “Don’t #@!% the customertill you’re blue in the face, but the first time an executive makes a decision to the contrary, all that talk will be less than worthless (and I do mean less since it creates negative value in the company). That’s one good reason why it’s important to have values you A) actually care about and B) can reasonably live up to.

I’m less comfortable with tests like Myers-Briggs for employee segmentation. I’ve never been confident that personality tests capture anything real. I know they have a lot of fans (and a lot of fans among people whose opinions I respect) – but I’m unconvinced. Sure, we all see ourselves in the results of these tests. But we see ourselves in our horoscopes too. Self identification isn’t objective verification. But I’ll give you the validity of personality types and still question whether it’s a good tool to help drive cultural adoption (and proper etiquette) around social technologies. I’ll buy that segmentation would bring something to crafting a change management and adoption strategy – but would I use personality types or would I use things like rank, role, and behavior?

Convince me if you can!

Finally, let’s talk technology. I’d love to get your thoughts on what types of collaborative technologies make the biggest difference in an organization. And I’d also like your thoughts on whether that’s even the right question. Do you need to think about a collaborative suite? Will one tool likely die on the vine where a constellation of tools might work? I’ve seen both approaches fail – but that’s never conclusive. We live in a “baseball” world where failure is always the most common outcome.


Building and Measuring Analytics Culture

Culture – how to measure it and how to build it – has been much on my mind lately.

At least when it comes to the measurement part – something we don’t normally have to do – the reason is…different.

My Counseling Family team is going to be doing another fun project – participating in the 538 Oscar Modelling challenge – and our approach is to try and model each nominated movies’ fit to the current Hollywood zeitgeist. The theory behind the approach is simple. It seems fairly reasonable to suggest that while qualitative differences between nominated movies and non-nominated movies might be fairly large, when it comes to selecting between a small-set of relatively high-quality choices the decision is fairly arbitrary. In such situations, political and personal concerns will play a huge role, but so, presumably, will simple preference. Our thought is that preference is likely more a function of worldview than artistry – in much the same manner that people watching a political debate almost always believe that the person who most nearly echoes their opinion-set won. But how do you measure the cultural fit of a movie to a community? It’s no easy task. Our challenges include deciding how to capture a cultural zeitgeist in general, how to focus that capture on Hollywood, how to capture the spirit and themes of each movie, and how to score a match. And, of course, there is the challenge that the Hollywood zeitgeist might be more hot air than great wind and altogether too thin to be captured!

Should be interesting.

Equally, though, I have been thinking a lot about how to build culture – specifically when it comes to analytics. A constant theme running through my recent posts on enterprise transformation has been the challenge of doing digital well in the large enterprise. As I’ve repeatedly pointed out, that challenge is less a matter of technology or people, as it is of organization and culture. Enterprises have and understand the core capabilities to do digital well. Listen to my recent video series and you’ll hear this refrain:

  • The typical enterprise does analytics, they just don’t use it.
  • They have testing, they just don’t learn.
  • They talk voice-of-customer, they just don’t listen.
  • They do Agile, but they aren’t.

To fix those problems requires changes in the way the organization is structured and he way those capabilities are done. Even more, it requires changes in the way people need to think. That’s culture.

So I’ve been pondering how to build a culture of analytics driven decision-making and, of course, how to measure whether you’re successful. Now while my particular problem – building the proper sort of enterprise for digital transformation – may not be the standard one, the problems and challenges of building culture and measuring culture are hardly unique. And since this isn’t my specialty at all, I’ve been trying to read up on common approaches.

By and large, it’s pretty disappointing.

From a building culture perspective, so much of the literature seems to focus on top-down approaches: ways that a senior leader can communicate and encourage cultural change. That’s clearly important and I’m not going to dispute both the need and the challenges around top-down change. But this type of approach often seems to degenerate into leadership self-help advice or cheerleading, neither of which seem likely to be useful. Nor am I much impressed by the idea of carefully crafting a mission statement and promulgating it through the organization. I’ve sat in more than one excruciating mission statement meeting and all I ever got out of it was a sore butt. I’ve said before that if you have to create an innovation capability in your enterprise, you’re already defeated. And if you’re looking to a carefully crafted corporate mission statement to provide a shared vision, you’ve already lost your way.

I wasn’t much more impressed with attempts to measure culture.

It’s hard, obviously.

Most approaches seem to rely on survey instruments and involve categorization of the organization into pre-defined types (e.g. hierarchical) or score a number of separate variables (e.g. perceived alignment of vision). This seems like a close corollary to personality measurement tests. Lots of people love these tests, but they don’t strike me as particularly rigorous.

With regards to categorization, in particular, I’m skeptical that it means much and very skeptical that it might be a useful trigger to action. I can see value – and perhaps even triggers to action – in learning that there are differing perceptions of organization mission or differing perceptions around how aligned the organization is. It’s easy to fool yourself with a view from the top and this type of cultural survey instrument might help correct attitudes of corporate complacency. It’s much less clear to me, however, that such measurement would be a useful part of a continuous program designed to improve analytics (or any other) culture.

I’d very much like to see measures of culture that are behavioral and amenable to continuous measurement, but at least so far I haven’t come across anything very interesting.

It may be that culture is one of those things that is so challenging to measure that the subsequent benefits in clarity and decision-making – at least outside the world of academia – aren’t worth the investment. Perhaps the best way to measure culture is by digital success. If it works, it’s working. You could easily take that point of view from this extended series on digital transformation and I don’t think it’s implausible.

Maybe we just haven’t found the right methods.

Or maybe I just haven’t read the right articles. Indeed, if you have thoughts on either of these issues (how to build or measure culture) or can point me to interesting research, I’d love to hear about  it.

Right now, I have more ideas about how to build analytics culture than I do how to measure your success building it. Some of those ideas are implicit in the recommendations I’ve been making about the integration of analytics, the use of voice-of-customer and the role of experimentation, but they don’t end there.

In my next post, I’ll explain some concrete actions the enterprise can take to build analytics culture and why I think they are both more practical and more impactful than most of what passes for culture building.

At the same time, I’m going to be thinking more about measuring culture and I hope – eventually – to have something interesting to say about that too.


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