OB Corporate Culture Champions

Workshop

February 03, 2024

Change and Project Management Directorate
 Objectives of the Workshop

 Introduction to Change & Change Management

 Overview of OB Change Models

 Change Resistance

 Mitigating Change Resistance

 Culture Champions & why do we need culture champions?

 Roles and Responsibilities of Culture Champions

 Provide awareness regarding the current year major change initiatives;

 Vision, Mission and Core Values of OB

Our Vision;
“To become the Bank of your first choice”
 Vision, Mission and Core Values of OB
Our Mission;

“We are committed to providing full-fledged and best quality

commercial banking services within the pertinent regulatory
requirement with due diligence to sustainable business while
empowering the missing middle and discharging social
responsibility by engaging highly qualified, skilled, motivated and
disciplined employees and state-of-the- art information technology,
adding real value to the shareholders interest and win the public
trust.”
Values
 Vision, Mission and Value….

Strategy Culture
Mission &

Guiding path to result

Driving Path to result

Goals Value
Vision,

(Where to go)
Values

(How to Go)
Objectives Practices
Activities Behaviours
 Meaning of Change
 Change is a movement out of a current state (how things are today), through a
transition state, and to a future state (how things will be done).
 Change is an alteration of organizational;
o Strategy/ plan, product, process, price, policy , approach, tactic,
scheme
o Culture/value, principles, beliefs
o Structure and
o Identity
o System
Change
 SQUARE WHEELS

This is how many organisations seem to really operate.

What do you think is represented by the picture?
Identify as many of the key issues and opportunities for improvement as
you can.
 Nature of Change
 May be planned or unforeseen;
 May be radical or incremental;
 painful;
 Do not expect different thing by doing similar things!
 Extraordinary performance is expected.
 Change comes from within!
Nature of Change
 Drivers for Change
6. Staff: The category of employees, their skills and gaps may result in the
need to make a change. The change may not be transformational, but
may be realignment. For instance you could identify that you need to
target employees with a back ground in telecommunication or
Agriculture to support the new direction
7. Skills: What skills are available or not available in the organization can
cause an intervention to train and develop people in line with the
requirements.
Change Management
 Change Management
Association of Change Management Professionals defines change
management as:
 “…the practice of applying a structured approach to transition an
organization from a current state to a future state to achieve expected
benefits.”
 Change Management Learning Centre defines change management as “the
process, tools, and techniques to manage the people-side of business change
to achieve the required business outcome, and to realize that business change
effectively within the social infrastructure of the workplace.”
Approaches & Models of
Change Management
 Approaches & Models of
Change Management followed by OB
 To manage change and implement, it is important to avoid
implementing irrelevant or random methods and try to focus on a
suitable plan of action.
 Change management requires the involvement of people or staff of a
company and may also result in these people being affected by the
changes too.
 Before adopting one of the many effective and popular change
management approaches and models, an organization must first
figure out why it needs the changes and how will the changes
benefit it.
 created by the Prosci
research organization in the late 1990s
and published by Jeff Hiatt’s in 2006
book
Developed by Harvard Business School
professor John P. Kotter
 Need for Change
Here are some factors that can determine company needs to change:

1.Unsatisfactory Performance
2.Encountering Unpleasant Surprises
3.Competitors Are Doing Better
4.There Are Inefficiencies
5.New Opportunities
6.New Technology
 Common Reasons Change Management
Process Fails
Top 10 Reasons the Change Management Process Fails
Strategic Shortcomings-Why you want change, expected outcome(s), whom it will
impact, and how you plan to change.
Underestimating Scale and Scope-underestimated scope, a lack of resources, or the
clock running out.
Neglected Stakeholders-fail to properly map out who the true stakeholders really
are and what they will need to get out of the project.
Poor Communication- failure to explain the reasons behind major decisions-what
role they play, where it’s going, and why it’s essential.
Lack of Buy-in-buy-in from entry-level employees to senior leadership and everyone in between.
Lack of Vision- If the vision is unclear to you, it’s unclear to the ones implementing the plans.
Active Resistance
Lack of Tooling
Lack of Endurance
:
Resistance To Change
 Pause Questions

 What are the possible factors of resistance by self &

by subordinates?

 How to handle resistance to change?

 What is Resistance to Change?
 Resistance to change is unwillingness to adapt to new circumstances
or ways of doing things.

 It can happen with individuals, relationships, or within organizations.

People Reaction to Change
 Why People Resistance to Change?
1. Disrupted Habits
2. Personality
 Positive self-concept-high self-esteem

 Negative self concept

3.Feelings of Uncertainty-Change inevitably brings feelings of uncertainty
4. Fear of Failure
5. Personal Impact of Change
6. Prevalence of Change
7. Perceived Loss of Power
 HOW TO RECOGNIZE CHANGE RESISTERS:
IT’S IN THEIR TALK / BEHAVIOUR
Resistance to Change?

 “It sounds risky.”

 “Let’s go back to our old ways.”
 “So far it worked, why not now.”
 “We’re fine the way we are.”
 “There’s no threat at all.”
 “That’s not our area/business.”
 “That won’t work here (in government).”
 “It’s down hill/a slippery slope. Once we start, no stopping till you fall down the valley.”
 Complaints
 Errors
 Negative emotional expressions (anger, frustration) Stubbornness
 Apathy/withdrawal
 Absence Illness
Pause Questions for Discussion
 Resistance Reactions to Change

1.Disengagement;

2.Dis-identification;

3.Disenchantment;

4.Disorientation.
 Who are Culture Champions?

 A Culture Champion is an ambassador for designed culture.

 A natural influencer and passionate about helping their colleagues

and improving the status quo!

 A trusted advisor.
 Characteristics & Competencies
of Culture Champions
o Positive thinking/ attitude

o Accepting no option for failure o Continuous learning & documenting

o Determination & perseverance o Laughing when it hurts

o Focus on results o Networking extensively

o Motivates self and others o Effective communication skills

continuously o Conflict management

o Empowering people o Coaching and training

o Incentives
OC can be Designed???????
 Cultures are Either of the Two
 Defaulted culture: Nobody says about it. It is unwritten
dogmas.

 Designed culture: Create a roadmap how the strategy is

implemented.

 Building, it is a continuous process and a responsibility of all

employees

“Culture eats strategy for breakfast.”

Organizational Culture
is the Interwoven of…
 Organizational Culture
 Every company irrespective of its size or type has its own unique personality, just like a
natural person does and this unique personality referred to as a culture.

 In groups of people who work together, organizational culture is an invisible but

powerful force that influences the behavior of the members of that group.

 Corporate culture is a system of shared assumptions, values, and beliefs that govern how
people behave in organizations.

 Organizational culture can be designed even though it takes time to develop.

 Why Organizational Culture?
 It define companies' identity.
 It helps to live companies core values.
 Can transform people into advocates.
 Helps to keep best people-retention.
 Assists with onboarding (often new hires).
 Transform a company into a team.
 Impacts performance & employee well
being.
Organizational Culture and Strategy