Professional Documents
Culture Documents
THE CONTEXT
Telstra is a $25 billion Australian telecommunications and media services company. It ranks as 11th largest Telco worldwide in terms of market capitalization. It provides fixed line, mobile and broadband Internet services. Its cable TV, online directory and Yellow Pages books form the basis of its media services. Telstras cultural legacy is one of a government owned monopoly that has progressively adapted to an increasingly deregulated, commercial and competitive environment. The Finance and Administration (F&A) Group, a corporate support function of more than 2400 people has operated in a company that has always held strong market positions in all of its Australian markets. The company has undergone many changes over the years to become more customer-focused, but it is still known in several market segments for its poor customer service. The Chief Financial Officer (CFO) wanted to change this, starting within his own group. A customer service focused cultural change, known as value service culture (VSC) was initiated in June 2008. This case traces the value service cultural change over its first 24 months to June 2010.1
The
CFO
and
members
of
the
senior
leadership
team
were
interviewed
by
MarketCulture
several
times
over
the
course
of
the
2
year
journey.
Ongoing
discussions
took
place
with
the
CFO
throughout
the
period.
Internal
documents
were
used
to
identify
the
sequence
of
initiatives
undertaken.
Members
of
the
MarketCulture
team
were
engaged
at
the
start
and
participated
in
many
of
the
major
events
along
the
way.
(800) 817-8582 Monterey Boston Sydney www.MarketCulture.com MarketCulture Strategies. All Rights Reserved. 2010
A summary of the culture enhancement and change process is summarized in Figure 1. Figure 1: The Culture Change Process The Telstra culture change process moved through the four phases, each having specific steps. 1. Planning for Success: Included a culture assessment and a Culture Change Roadmap 2. Culture Transformation: Involved upskilling, process reviews, short term wins and forums for sharing of best practices 3. Embedded Culture: Making it Stick with best practice workshops and new performance review systems and processes 4. Continuous Monitoring and Revitalization: Culture measurement and profit gains
understood by everyone in the organization. These elements are inputs to a culture change plan. The first step was for the CFO to articulate his vision and the sense of urgency. A culture audit was undertaken involving interviews across all levels of the F&A Group and in the main lines of business. This reported an internally focused, siloed and hierarchical culture with little understanding of the real needs of stakeholder groups serviced by F&A. It reflected a lack of urgency in its attitude to making changes. A plan for change was developed starting with the launch of the vision and goals.
Creating the Relevance and Tangibility of VSC A guiding coalition, of several, but not all the senior leadership team, was formed to steer the culture change and report to the full senior leadership team. This included the CFO, executive HR representation and a marketing communications specialist who reported direct to the CFO. This group was able to focus on VSC initiatives with emphasis on communications and planning for training. Heads of lines of business held their own offsite meetings to communicate the VSC initiative and set tasks to identify their internal customers.
The desired new culture needs to be made real. People need to see it, feel it and emotionally connect to it. They have to see it will benefit them and they need to have the skills and confidence to enact the new behaviors.
(800) 817-8582
Monterey Boston Sydney www.MarketCulture.com MarketCulture Strategies. All Rights Reserved. 2010
As this occurred a two-day workshop was designed. This covered the VSC mindset and practical how to tools to help people understand customer needs, monitor satisfaction, recognize value and non-value adding activities, along with tools to assist collaboration. It was conducted with mixed groups across functions and levels. The first set of workshops covered 200 people. The CFOs attendance and participation reinforced his commitment to the culture change.
Making it Real: Passing on the VSC Experience Four months after the first wave of training, a VSC Summit was conducted. Here, groups of past VSC workshop participants and their teams presented to a wider audience the results of their experience applying the VSC tools. These experiences occurred at all levels in the F&A structure. They reported on gains made from stopping non-value activities such as the provision of 250 large reports which were subsequently found to be of little value to their intended users. Another reported increasing accuracy and speed of delivery of internal mail. This occurred through a better understanding of customer needs by simplifying the receipt and collection process and educating customers on the process. These presentations created a sense of fun and heightened the collaboration of the teams doing them.
What people see and hear needs to create a sense of fun and excitement for them to connect with the new cultural expectations. Stories are the conversations that create shared experiences and produce a common cultural bond between people.
Stories circulated about how VSC thinking had brought about positive results. One story was of the manager who noticed a worn carpet leading to a storeroom and asked the question as to why it was so worn. The answer eventually led to discovering the storage of physical information records that were being delivered on a regular basis with no record of their retrieval for intended users. This led to digitization and complete elimination of the physical records and their physical storage.
It had reached the time when managers at all levels needed to take responsibility for the embedding of the value service culture. Blocking behavior needed to be addressed and a renewed commitment and urgency was required to achieve the customer satisfaction targets that had been set.
Monterey Boston Sydney www.MarketCulture.com MarketCulture Strategies. All Rights Reserved. 2010
the VSC has failed why? The answers revealed two key risks. The first and strongest was; It is Johns VSC and he left the business. The second referred to lack of momentum and urgency in embedding VSC behaviors deep into all parts of F&A and inability to overcome blocking behaviour. The CFO asked all 100 attendees to provide him with a written one page commitment to VSC with actions they would personally take to embed it in their areas. Also he threw out the challenge to all lines of business to achieve the customer satisfaction benchmark identified by customers in the research study just completed.
methodology was developed and implemented having relevance to a Support function servicing internal customers. The results showed that F&As internal customers perceived improvements had been made in the understanding of their needs and delivery of service. However, 7 of the 10 F&A lines of business did not yet reach the satisfied level and all were short of the perfect world expectation on the numeric scale. The results of the customer satisfaction survey was a defining moment in the journey and helped demonstrate that VSC was not a fad. It demonstrated the seriousness of measuring satisfaction and enabled targets to be set for the next year. Benchmarking F&As Culture against High Performance Business Cultures
Measuring how well we are doing ultimately depends on the perceptions of our customers. Objective measurement provides benchmarks of where we stand and how much we need to do to achieve future customer satisfaction targets.
In December 2009 a sample of F&A employees2 completed a culture survey, called the Customer Responsiveness Index Research indicates that (CRI). It was used to measure seven behavioral factors culture has a substantial exhibited by F&A with reference to their internal customers. impact on business These factors are highly correlated with business performance. The CRI performance. The results, reported in March 2010, showed survey measures those average to above average scores relative to a database of 3 cultural factors that have other organizations on all factors except empowerment This been shown to have the was consistently low across almost all sub-groups sampled. Lack of empowerment inhibits the ability of employees to strongest predictive propose new ideas and act on new ways of solving customers correlation with business problems. performance. When investigated further it was found that many employees did not feel empowered because of their own lack of confidence in approaching customers. This lack of empowerment from within was overcome by teaming them with an experienced buddy to gain confidence in customer interaction. Profit Impact and Business Value Culture has a profit impact. The benefits of culture enhancement should be measured in dollars. There have been significant monetary benefits from the VSC change. An investigation by F&A of estimated gains and savings revealed: Annualized gains and cost savings of $15 million were estimated for 2009. These were expected to continue in future years with an erosion of these gains over time assumed if no further investment occurs.
Details
of
the
CRI
methodology
can
be
found
at
www.marketculture.com.
The
seven
behavioral
factors
measured
by
this
tool
are
customer
insight,
customer
anticipation,
customer
alternatives,
peripheral
vision,
strategic
alignment,
cross-functional
collaboration
and
empowerment.
3
Empowerment
is
defined
as
the
extent
to
which
employees
are
empowered
to
make
decisions,
propose
ideas
and
control
how
work
is
performed.
(800) 817-8582 Monterey Boston Sydney www.MarketCulture.com MarketCulture Strategies. All Rights Reserved. 2010
These gains were derived from analysis of specific initiatives by: a) Credit Management acting to collaborate with Telstras customers to reduce bad debts and achieve cost savings from less follow-up calls and longer customer retention periods. b) Risk Management & Assurance collaborating with internal customers through an education initiative clarifying compliance requirements and streamlined processes for reducing work for both parties. Cost savings resulted from labour savings. c) Corporate Security and Investigations working with Telstra retail shops to provide better processes, follow-up and liaison with those shops most targeted by fraud. Reduction of fraud yielded measurable cost savings. Care was taken to attribute only those gains and savings that could be aligned with VSC initiatives to do with understanding customer needs, providing greater value for customers, monitoring customer feedback and collaborating with customers to deliver the Groups fiduciary responsibilities more efficiently.
Culture change is simply a behavioural change. Simply said, not easy to do. The change in behaviour must come from within each and every one of my staff. The behaviour that always tests Am I meeting the customers need and being valuable. This testing must just become a natural behaviour. When this is the case we are truly there.
This
was
calculated
by
projecting
the
annualized
gains
forward
for
10
years,
allowing
for
erosion
of
these
gains
over
time,
and
discounting
them
back
at
Telstras
pre-tax
weighted
average
cost
of
capital.
(800) 817-8582 Monterey Boston Sydney www.MarketCulture.com MarketCulture Strategies. All Rights Reserved. 2010