Creating a Culture That Thrives with Disruption CHARLENE LI New York Times Bestselling Author Senior Fellow at Altimeter, a Prophet Company
Disruption is an opportunity for change
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Stuck Culture Thinking · Says, "This is the way we've always done it." · Knowledge is power, so hoard information to make everyone come to you · People are confident that what works today will in the future · Tests are used to be proven right
Flux Culture Thinking · Says, "There's got to be a better way." · Sharing is power; spread information to empower people to act · People are paranoid that what works today won't in the future · Tests are used to be proven wrong and improve
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To change Culture, change your Beliefs and Behaviors BELIEFS
CULTURE
BEHAVIORS
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The Three Beliefs of Disruptive Organizations AGENCY
OPENNESS
FLUX CULTURE
BIAS FOR ACTION
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OPENNESS Encouraging openness to create a foundation of trust
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Why openness and transparency support disruption · Creates accountability · Forces difficult conversations · Removes fear of failure · Creates opportunities for diverse perspectives to filter up
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No news is bad news. Bad news is good news. Good news is no news. RISTO SIILASMAA Chairman of Nokia
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How to create openness · Determine how much trust you need for your team to use information and make decisions · Identify places where trust is low and address with openness · Put vital data where it can be best used default is open, private is the exception · Personally use collaboration platforms to encourage sharing 9
AGENCY Giving employees agency to act like owners
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Don't fall prey to "HIPPO" (Highest Paid Person's Opinion
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Two of Amazon's Leadership Principles
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Ownership
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Have Backbone; Disagree and Commit
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Instilling Agency in Your Organization
- Demonstrate your trust in their judgment 2. Shift ownership and authority in chunks 3. Forgive and learn from failure 4. Simplify decision making 5. Clarify when disagreement is expected and when it's time to commit
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BIAS FOR ACTION Embracing A Bias For Action To Chase After Opportunities
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Organizations with Strong Action Beliefs Exhibit These Behaviors
- Embrace "done is better than perfect" 2. Make decisions with minimally viable data 3. Test and fail their way to success 4. Define next steps and deadlines
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SNHU
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Instilling Bias for Action in Your Organization
- Increase and measure change capacity 2. Invest in and develop your employees' extrasensory skills 3. Define the decision field 4. Identify the minimally viable data needed 5. Force decisions and action with impossible deadlines
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What beliefs hold us back?
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What beliefs hold us back? · "I can't speak up, I might get fired." · "We need more data to be absolutely sure." · "Things have to be perfect." · "I can't change anything I'm just a ___________." · "Transformation isn't my job." · "Everyone needs to agree before we can move forward."
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Use technologies to identify beliefs and behaviors holding your organization back
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THE FLUX OPERATING SYSTEMS
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THE FLUX OPERATING SYSTEM
- Structure 2. Process 3. Lore
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The Orange Code Our behaviours
You take it on and make it happen You take responsibility for getting it done, for keeping your promises, for the consequences of your actions You delegate to motivate others, maintain momentum and create impact You ask actively for help and feedback. Your colleagues will help you succeed if you let them You speak up - crediting good work and having the courage to confront poor performance
You help others to be successful You collaborate - putting personal agendas aside to achieve the goals that matter to ING You listen - investing in others, irrespective of status, background or opinion You contribute across business lines and bring in people from outside your area You trust the intention and expertise of others
You are always a step ahead You challenge conventions, complexity and your own assumptions, but only when you are prepared to be part of the solution You bring change by adapting quickly when the situation calls for a new approach You invent and simplify - if it doesn't work, you reinvent it. If it does work, you make it better You are courageous - admitting and learning from mistakes by being open about them
ING Bank's Orange Code
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Define good processes
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Lore
RITUAL Download slides & more at charleneli.com/rsac2020
SYMBOLS
STORIES 26
Rituals create belonging
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Bring your parents to work day
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OXO'S Glove Wall
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Stories inspire
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Action Steps
- Audit your formal and informal beliefs. Are they working hard for you or holding you back?
- Review and revise your purpose statement 3. Assess your culture operating system to ensure it supports your purpose and beliefs. 4. Include a culture review in your next executive retreat.
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Your comfort zone Download slides & more at charleneli.com/rsac2020
Where the magic happens 32
Stay in Touch Download a free eBook with new Preface at bit.ly/free-disruption-book Charlene Li @charleneli [email protected]
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