Has working from home killed the command & control manager or indeed the validity of this style of organisational culture? This is 'the big pointy question' Angela and Steve discuss in this edition of our 3@3 video blog.

Angela suggests that while managerial approaches need to change, we're not quite there yet. We are still seeing some organisations encouraging their middle management to push employees down the 9-5 route with little appreciation of those working with children in the house or partners that work shifts. Some organisations consider getting their employees to work their usual 9-5 working patterns as a return 'to normal', and are not yet in the place of looking at deliverable and accountability rather than the proverbial 'bums on seats' approach. These are the organisations that will struggle as this 'new way of working culture', embeds in society. However, Angela suggests that it's never too late to build relationships with your team based on trust, deliverable's and shared organisational goals. 

'In this week's webinar Al and Steve discuss the role of skills development in the successful delivery of transformational road-map. 
Al talks about his own eclectic learning journey that incorporated further, higher, mature, online learning and everything in between. 

Having experienced the full spectrum of learning pedagogy's, Al suggests that the most important aspect of up-skilling is to find a learning approach that works for your circumstances and your preferred style of learning.

Whatever the approach it's important to implement that learning in the real world and turn the skills you learned into knowledge. Most crucial, however, is developing the mindset of a life long learner and being cognitive that through this 4th wave of industrialisation, even those considered to be experts' in their fields will require continuous learning throughout their careers to maintain their depth of knowledge on a subject. 

This isn't new of course, plenty of professions require continuous up-skilling, nursing being one of them. However, the rate of technological advancement is at a pace previously unseen, and it is now incumbent on individuals as well as businesses to prepare for this change if they hope to benefit in the future. Ultimately, getting started is the most important part. You won't really know what you don't know until you start.

Steve and Al talk about World Economic Forum predictions, which suggests that 65% of jobs in the next decade currently don't exist and asks, do we know what the key skills for the future look like?

While 'coding' could be a valuable skill to drive your kids towards, in our future driven by automation and AI. Coding is also something that computers with the help of AI, will get better at themselves and the real 'future skills' lie in your adaptability and other 'soft' or rather 'fundamental skill' attainment.

Our training programmes are built on a foundation of industry need and the resounding response from 'industry' is that job skills can be taught but they can't teach the fundamental skills and this message from industry mirrors the finding by the WEF. Soft skills are no longer an accurate name for this collection of interpersonal skills and these skills are now considered a fundamental requirement. 

Watch the rest of this discussion were we ask:
What are the key skills required for future-proofing?
What is the best way to support skills development? 

Within digital evolution projects, do the IT team lead or support? This issue (not surprisingly) comes up a lot. However, given the core driver for all these conversations are around people, their employees, clients, stakeholders etc, the process is ultimately a people-first approach rather than technology first. IT (of course) has its place at the table as evolution programmes are discussed and planned, due to their inherent knowledge about the business and current systems therein. IT departments understand how these systems currently work and how they can be developed and used to greater effect. Digital evolution projects run parallel with BAU activities and the BAU environment is a core part of that evolution discussion, as it is ultimately about improving on what you currently do. 

IT departments hold a lot of knowledge and insights which should be included in transformation programme discussions, however, it is important to remember that IT departments will also have developed their own departmental road-maps surrounding their department's offering within the business and technology infrastructure. They may bring with them a technology first bias. While Steve suggests that there are opportunities to merge evolution projects (IT and the rest of the business), the imperative should always be to address the organisation and end-consumer needs.  

Great transformation programmes require a partnership mindset, with input from across the business with sales and marketing often being the custodians of road-map, as they tend to own those client relationships and understand the pain points and opportunities. When asked about what makes the ideal mix of departmental disciplines, Steve suggests that from an organisational perspective, we need to break down the silo thinking within and that the three C's, (Culture, Collaboration and Coalition) are central to the success of digital evolution project development and the delivery of a truly, transformational road-map.  

Watch the rest of this discussion below:  

​WES came to This is Milk at the tail end of 2019, to support in the development of their proposition but also to help create an online resource to support the female business start-up community. Whether owning your own business is a dream in your head, or you are already set in motion, this website is a library of knowledge to guide you in this journey. 
 
When it comes to this website, content is paramount, so it was crucial that we identified user groups and created useable persona’s that would allow WES to create content suited to their needs.  

Bringing on board Stuart Henderson, from Massive Fusion and Susan Cruickshank from Sumni Design we created the team that would see this project from idea to launch, utilising the This is Milk key spirit of collaboration.  
 
The Women’s Business Centre officially launched two weeks ago and has been received well by both the start-up community and female entrepreneurial communities. It is definitely worth a visit and be sure to sign up for the newsletter if you are currently on your start-up journey, the content is well worth it.  ​

Visit the WES Womens Business Centre 

In our Three@Three web series this week, Al and Steve are joined by Kerry Freeman, the owner of Free Human. Kerry is an expert in FS culture change. Today we are discussing the 3 factors for success in delivering a change road-map. 

Al kicks off by asking, what does a healthy culture look like. Kerry suggests that it's important to recognise that there is no one 'cookie-cutter' answer to the question of what makes a great culture. However, Kerry's favourite definition comes from Carolyn Taylor's 'Walking the Talk'.

Carolyn writes 'Culture, is the patterns of behaviour that are encouraged, discouraged and tolerated by people in systems over time.' Kerry suggests that culture is the personality of the organisation and like human personalities, no one is the same. Organisational culture is based on what the organisation has been through in the past, where they currently are and where they aspire to be.

While there is no one size fits all approach to culture, we can identify aspects that can help make the culture and organisation healthier and healthy organisations tend to be more successful. 

Key aspects of a healthy culture:

• Everyone in the organisation is clear on what the organisation does (defined purpose),
• There is role clarity across the organisation,
• The decision-makers are clearly defined,
• Everyone from employees, customers and stakeholders feel listened to, 
• As well as how open an organisation is to change and learning.​

​Action + reflection means organisations can grow and encourage experimentation, which is itself  a sign of a healthy organisational culture. 

Attaining that ideal organisational culture can be difficult to achieve, the same things that hamper an individuals progress, can be the same things that hold an organisation back. Kerry states that as humans, we are built to be resistant to change and organisations are the same. 

​Kerry suggests concentrating on 1 thing at a time, as multi-tasking change in organisations does not work. You build a healthy culture, step by step and consistency and diligently until it becomes your organisation's pattern.  Perfect doesn't exist when it comes to culture.

Steve asks Kerry, where does the culture start from and how do you go about changing that environment to embrace change. Kerry suggests that the leadership team has a huge influence on this, their individual authenticity and their strategy, have a huge influence and argues that there has got to be a compelling narrative for change. One that reflects where the organisation has come from and the teachings of the past otherwise you run the risk of alienating great swathes of your people. If people don't believe the 'noises' coming from the senior team, if it's not authentic and people don't believe it, it won't change a thing. 

We ask how can experimentation facilitate that change and help move a culture within an organisation? Kerry suggests avoiding the 'from-too' approach.  Instead identify all of your patterns of behaviour that you reinforce, what are your common patterns?
With experimentation, you are looking at your common patterns, either to disrupts unhealthy patterns or reinforce 'virtuous' and desirable ones.  Experimentation can take the pressure off, it is not about the right and the wrong, it's about the journey. and requires a lot of observation and reflection. Steve suggests that the drive for organisations to 'get stuff done' (GSD) can interfere with that important observation and reflection piece and because of the 'GSD' mindset,  organisations don't feel like they have the time to experiment. Steve suggests that rather than being wasteful, the reflection piece is incredibly important. 

Kerry suggests that when you are planning an experiment, you need to let go of your expectations on what is right and wrong and keep your options open. As well as managing your experiment and consider the learning experience, to get the most useful data out of the experiment.  The first step is noticing the patterns, which is the most powerful aspect of culture change programs. By identifying and writing down a cultural pattern, you take the power out of that pattern, purely by observing it.  Start small with something safe and something that you can easily observe.  

Watch the full video here