Practical tips on how to build a culture of excellence and innovation
This blog covers some practical tips on how to build a culture of excellence and innovation. Specifically, it covers the questions on the application of behaviour-centric identity management you asked during the Cyberconnecting webinar hosted by Rob Llewellyn of CXO Transform. In addition, we respond to the questions that remained unanswered in the live session. Please feel free to use the Comment section below for further questions and comments.
Question: Do you have any examples where identity management was used to improve project work team performance? How was it set up?
Yes, this example takes the concept of behaviour-centric identity from initial enquiry through to improved business outcome.
The inquiry came from a tech startup (post venture capital investment stage). At the time of the inquiry team members already used agile methodologies. However, a conversation with one of the investors showed a high level of dissatisfaction with the team performance. The initial needs analysis with the team members was conducted through virtual semi-structured interviews. A ‘before – after’ evaluation illustrated the changes to all stakeholders.
We used a staged approach:
Overall, there was an improvement of transferable skills such as the introduction of coaching methodologies, use of feedback loops, the adoption of active listening skills, all necessary for improved future project performance.
Question: These are brilliant concepts for large companies and projects. Is there a lower limit on how small a company or project can be and still benefit from them?
There is no lower limit - sole entrepreneurs and small teams can immediately benefit from behaviour-centric identity management. Specifically, for the benefit of:
In larger organisations we typically start with a pilot project consisting of a:
Introducing new concepts can be challenging. Whilst the need for behaviour-centric management is clearly understood for successful digital transformation, its implementation is often delayed for reasons of lack of experience, fear of failure, and siloed setups, hence our introductory decision-maker package.
With individuals and teams as ambassadors and with a clear action plan in place, it is feasible to successfully embed these practices as part of your digital transformation programme.
Question: How to persuade senior managers to adopt agile across the organisation?
Scaling agile across the organisation is an iterative process well beyond the IT function. In more traditional organisational settings, the buy-in of senior management happens by the display of excellence and innovation at team level. This in turn, is shown by observable behaviours, delivered through behaviour-centric identity management.
The understanding of personal identity provided through feedback, scaled to team level helps teams develop a strong team identity necessary in a network of culture. The sum of the team cultures results in an agile company culture.
The measurement of the ROI for pilot projects help deliver the message needed for senior management: reduced delivery time, and the measurable increase of customer satisfaction.
Question: Should a business hire a psychologist for identity management?
Question: How to avoid stealing your idea which has Patent Potential during teamwork?
Your question on 'How to avoid stealing your idea which has Patent Potential during teamwork' is of particular interest:
If you have any specific questions, please contact us or use comment box. The next blog will cover the psychological aspects from the list of questions.
Digital transformation advisor | Privacy expert | Cyber anthropologist | Author