A presentation on Organisational excellence by Tina Muparadzi during the StarLife HR Forum hosted by the HR Focus Magazine in Accra - Ghana

1. Organizational Excellence
Tina Muparadzi2 October 2014

2. •
Definition
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Why is this topic important?
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Who owns culture?
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Roles and Responsibilities
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The Airtel Ghana journey
Agenda

3. •
“Organisationalculture is a set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to various environments.” Schein, 1992
Definition

4. •
“Culture eats strategy for breakfast” ManojKohli
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“Organisationsdo not innovate, people do.” Prof. AtuaheneGina
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“Execution has to do with human dynamics, with behaviour…” Arnaud Henneville
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At GM, we have seen CEOs come and go trying the change the culture, the culture won each time.
Why is this topic important? 1

5. •
Organisationculture is the foundation for competitive advantage
Telecommunications industry in Ghana:
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High mobile penetration –120%
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Customer penetration –60%
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Sim-cards per customer –1.2
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Highly competitive 3G and LTE
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Mobile Number portability
Why is this topic important? 2

6. •
Concept of healthy organisations-Hanges, Aiken, and Chen, 2008
Concern for employees
Concern for customers
+
=
Aligned culture to deliver expected results
Why is this topic important? 2

7. Who owns culture?

8. •
Some hints from literature
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“Culture is how people behave” Mary Barra CEO GM
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“Execution has to do with human dynamics, with behaviour…execution is a human business.” Arnaud Henneville
–
“Organisationsdo not innovate, people do.” Prof. AtuaheneGina
–
“Culture guides everyday work relationships and determines the behavioursthat are acceptable and how people communicate in an organisation.” Daft and Noe
Who owns culture?

9. •
Some hints from literature
–
“Culture is how people behave” Mary Barra CEO GM
–
Execution has to do with human dynamics, with behaviour…execution is a human business. Arnaud Henneville
–
“Organisationsdo not innovate, people do.” Prof. AtuaheneGina
–
Culture guides everyday work relationships and determines the behavioursthat are acceptable and how people communicate in an organisation
Who owns culture?

10. Human Resources
Business Leadership
Owns the definition of culture
Signs off desired cultures
Owns thedesign of the culture journey
Signs off the plan
Owns the execution of culture
Walk the talk
Owns theconcerns for employees messages
Walk the talk
Owns the measurement of culture alignment
Walk the talk
Ownscommunication of and during the journey
Walk the talk
Roles and Responsibilities

11. Culture is a differentiator
HR is closer to the Head of the Table.
HR owns culture
=
Therefore, if …

12. •
Link to the brand
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National vs Organisationalculture
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Multi cultures and OrganisationalCulture
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HR processes influencing alignment
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Falling in love with our work
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Staying on course while maintaining business as usual
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Feedback to stakeholders
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Managing expectations
12
Key insights so far

13. 13
Appendices

14. Appreciative Inquiry explained
14
DISCOVERY
Look at what is working –appreciate and know the best of our experience so far, know what we have to build on
DREAM
Consider what might be –picture the results/future
DESIGN
What is the ideal? –people create shared images, understand where they fit, are connected and are valued, and work together to realise the dream
DELIVER
Self-empowerment, learning, adjustment or improvisation sustainability and increased energy
Source:
David L Cooperrider

15. Spider Model …..
MEASUREMENT
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Do we have the right tracking and measurement systems in place to understand how we are performing against strategy and performance objectives?
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Are we measuring the right things?
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Do we use measurement information as feedback for continuous management?
Business Strategy
ENVIRONMENT(Culture & Leadership)
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What values and behaviours does the business currently reward? Does it support the strategy and required organization capabilities?
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Do we have the right leadership style and competencies?
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Are the direction, strategic priorities and goals clear and understood in the business unit?
STRUCTURES
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Do our organisation structures support the work required to implement strategy and drive business results?
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Are management and reporting relationships clear? Do they facilitate clear accountabilities?
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Are business models designed to support long- term growth?
WORK PROCESSES
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Do we have well-defined work processes?
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Do they facilitate integration/coordination between functions? With customers/ suppliers?
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Do they support results required?
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Are the work processes efficient and effective? Do they allow for flexibility and innovation?
PEOPLE
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Do we have the right people and competencies required to implement the strategy and deliver results?
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What are our key competency/knowledge gaps?
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Do we have the right number of people, where we need them (capacity)?
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Are goal alignment and clear accountabilities in place?
SYSTEMS
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Do we have adequate information systems?
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Do they provide the right information at the right time?
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Do we have appropriate technology to support strategy?