CHANGING BEHAVIOUR AND CULTURE WITH

DATADr. Peter O’Hanlon

Founder at Lever Analytics Principal of OfficeSpark

THE FUTURE OF WORKDigital

transformationTeams rather than hierarchy

Culture over control

Data-driven and analytics led

Employee voice and autonomy

Traditional methods of management are

failing

President and founder of Bersin & Associates

TRADITIONAL TECHNIQUES, NEW PROBLEMS

segmentationprediction

optimization

network analysis

simulation

visualization

Hiring

Learning and DevelopmentPerformance

Leadership and teamwork

Attrition and retentionsurveys and feedback

Culture (including risk)

Engagement

“if you don’t spend time changing people's behaviors, you don't spend time changing culture, and all of this falls flat….. What is needed is a fundamental shift in how people think about how they interact, how they collaborate and work.”

50% OF DIGITAL TRANSFORMATIONS FAIL& ONLY 12% GET IT RIGHT

Bruce Rogers , FORBES STAFFChief Insights Officer, Forbes

“Incentives shape behavior, and behavior drives culture. If you want a culture that will support your long-term business strategy, you need to align incentives with the behaviors that will sustain your business over the long haul.”

William C. DudleyPresident and CEO,  Federal Reserve Bank of New York.

CORPORATE FAILURE

ACTIVE ANALYTICS CHANGES BEHAVIOR

Employee participation

Intelligent feedback

Nudge theory

MEASURABLE CHANGE

MEASUREABLE CHANGEUSEFU

L OUTC

OMES

BEFORE AFTER

CREATING HIGH PERFORMANCE ENVIRONMENT

Meeting effectiveness as part of

‘THE WAY WE WORK’

• High innovation workplace where ideas and execution matter

• Staff complaints about the volume and quality of meetings• $250k of salary per week spent on meetings

Significant opportunities for improvementBUT

Behavior is hard to change because its culture

MEASUREABLE CHANGEUSEFU

L OUTC

OMES

BEFORE AFTERThe Wasted Work Day: 40% of time in meetings1

Manage time like capital and it will create 20% more of it2Meetings have led to an expansion of the work day and stress3

Poor meetings lead to disengaged staff4Simple rules and common sense only work for some types of meetings5,6

1https://www.theatlantic.com/business/archive/2014/12/the‐wasted‐workday/383380/2Mankins and Garton: Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team's Productive Power

3https://www.psychologytoday.com/blog/wired‐success/201204/why‐meetings‐kill‐productivity4https://hbr.org/2017/03/your‐organization‐wastes‐time‐heres‐how‐to‐fix‐it

5https://www.businessinsider.com.au/jeff‐bezos‐amazon‐fortune‐interview‐2012‐11?r=US&IR=T6https://www.businessinsider.com.au/amazon‐ceo‐jeff‐bezos‐two‐pizza‐rule‐productive‐meetings‐2017‐6?r=US&IR=T 

MEASUREABLE CHANGEUSEFU

L OUTC

OMES 43%

BEFORE AFTER

24%

38% 25%

MEASUREABLE CHANGE

VALU

ABLE USE 

OF MY TIME 44%

23%

64%

<10%

BEFORE AFTER

EMPLOYEE INVOLVEMENT

174

441

Traditional survey

Intelligent feedback

80% Employees that want to  be involved in further initiatives

4.3 / 5 Average employee rating for simplicity and ease

Number of employees that provided feedback

We believe……• that you have to focus on behaviours to change the

culture• that to change the culture you must modify incentives and

behavior through the accumulation of small day to day decisions

• that by using data and tracking the change real time we were able to generate faster and more longer term behavior change

• that it was a very positive employee experience as people were able to provide feedback in a timely and very quick way