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Culture hacking: a fast, simple (if not easy) way to move to an agile culture

What is culture hacking and how does it help HR, OD and people responsible for ‘new ways of working’ in a large organisation?

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Culture hacking: a fast, simple (if not easy) way to move to an agile culture

  1. 1. Culture hacking: a fast, simple (if not easy) way to move to an agile culture What is culture hacking and how does it help HR, OD and people responsible for ‘new ways of working’ in a large organisation? Richard Atherton & Carrie Bedingfield | March 2018 | hello@onefishtwofish.co.uk | 0118 3217457
  2. 2. * 61.5% of all large company projects were challenged – Standish CHAOS Report, 2017 Change programmes suck. I mean, they really suck.*
  3. 3. People have the best intentions when creating change initiatives, but are thwarted by the reality of human nature and the complexity of their environments
  4. 4. We’re starting to get clues as to why change initiatives can be so difficult from what are being the called the ‘complexity sciences’.
  5. 5. Complexity is telling us that not everything is as predictable as Newton’s apple falling from the tree.
  6. 6. What’s the difference between sending a rocket to the moon and getting children to succeed in school? What’s the difference between a surgeon extracting a brain tumour, and a jury deciding if a person accused of murder is guilty?
  7. 7. Let’s start with sending a rocket to the moon: We need ● engineer-designed blueprints ● step-by-step algorithms ● well-trained staff ● exquisite combinations of computer software running carefully calibrated equipment A complicated system like this assumes expert, rational leaders who manage top-down, command and control and no external influences or complications.
  8. 8. The industrial world - into which many of us were born - was all about ‘complicated’ - many steps but all of them predictable, measurable etc. The problem is, that’s not the world we live in now where markets are global, competitors are everywhere and the system is vast and unknowable.
  9. 9. They’re like ecosystems - or the weather. Predictable and unpredictable at the same time Organisations are not like ships we can steer We can apply this new “complexity thinking” to companies.
  10. 10. Organisations are no longer command and control. We can’t manage culture with Command & Control approaches like top down change programme.s Well, we can try but…
  11. 11. Change doesn’t start with these. Great things of beauty though they are :-)
  12. 12. It starts with these. Real people doing real things differently and creating new perspectives for other people This butterfly really going for it in Brazil. Look out New York... The dancing guy - and his “First Follower” Rosa Parks getting on that bus.
  13. 13. Plans and visions can help stimulate a conversation. However, change in the complex realm really happens when someone somewhere tries something different and it catches fire.
  14. 14. Before you know it, people are starting to do things a bit or a lot differently.
  15. 15. That’s where culture hacking comes in. Small, local acts with the potential to make a big difference.
  16. 16. Culture hacks are discrete, counter-cultural interventions aimed at changing how people interact with each other. When they work, they can have a big impact. When they don’t – no big deal, we can try something else.
  17. 17. For example: - In a branch, someone replaces a load of paperwork that was slowing everyone down with a simple online form. The rest of the business cottons on and realises they didn’t need it anyway. - Someone who loads lorries asks his team to try a better way of prepping stock and gets the picking team to make a small change to make this possible. It saves them 45 minutes each day and soon all the lorries are packed the same way. - A project manager tries a new way of holding team update meetings that makes blockers visible so they can be dealt with on a daily basis. The team’s productivity skyrockets and they show other teams how to do the same.
  18. 18. We have pioneered culture hacking programmes in over 35 organisations in the last 4 years.
  19. 19. … in three main ways Working with a team over a period of time (we did this at BBC Worldwide) A ‘culture hackathon’ over 1 or 2 days (we did this at Ricoh) Releasing small ‘acts of culture’ from the centre and seeing what catches fire (we did this at Pfizer)
  20. 20. Does any of this sound worthy of a conversation?
  21. 21. Kraft Foods said: ‘you are a guiding light to an organisation trying to find its way in a changing world’
  22. 22. We’d love to help you think aloud about simple hacks to real change. No expectations or assumptions. Maybe coffee (mmm, coffee). We’ll help any way we can. www.onefishcomms.co.uk Get in touch with Carrie Bedingfield carrie@onefishtwofish.co.uk | 07769 708490

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  • antonyquinn

    Apr. 4, 2018
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    Feb. 22, 2019
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    Jun. 24, 2019
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    Feb. 6, 2020

What is culture hacking and how does it help HR, OD and people responsible for ‘new ways of working’ in a large organisation?

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