UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
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Transcript of UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
July 2015 Saul Kornik
the supply: global distribution of physicians
the demand: hiv prevalence (by way of example)
21 out of 52 health districts in south africa
3 600 health 10x sa medical
schools
5 000 managers, evp improved, culture codes
over 10 million people per annum reached
workforce planning
retention recruitment
AHP value proposition
Actually, I’m am not sure...
–
What they told me... What I found...
the WHY WHY WHY WHY
(try to) KNOW THYSELF
very soon a SOCIAL ENGINEER
INTEGRITY COMMUNICATION
RESPECT EXCELLENCE
INTEGRITY COMMUNICATION
RESPECT EXCELLENCE
How we
compete
How we “run
the business”
How we interact
and work
• 84% - culture is critical to business
success
• 60% - culture is more important
than strategy or operating model
• 45% - culture is not effectively
managed
• 51% - their business’ culture is in
need of overhaul
Source: Booz & Company 2013 Global Culture & Change Management Survey
Business
Strategy
Culture Operating
model
Winning in the market
Is culture important?
682%
282%
901%
756%
16% 36%
74%
1%
Revenue
Growth
Workforce
Growth
Stock Price
Growth
Net Income
Growth
Strong cultures vs. weak cultures
Performance change 1977 - 1988
Strong Cultures Weak Cultures
• Drive consistent values and
behaviours
• Align the organisation
• Motivate employees
Source: “Corporate Culture & Performance” J.P. Kotter & J.L. Heskett, The Free Press 1992
Strong cultures:
The strongest cultures also: • Fit with their business
strategy
• Are adaptive to their
business environment
* John Kotter
How we do things impacts employees and external
customers, positively or negatively.
What is culture?
Customer Need
(rational and emotional) Culture Customer Experience
What people want
(rational and emotional)
How people experience each
other and the organisation
What and how people
respond to customers
(delivery)
© Engineer Your Tomorrow CC
Articulate “how we do things around here” in a
measurable way?
Latent (not visible)
Manifest (visible)
Expression of purpose, values and mindset
Shared perspective that determines
responses and interpretations
Principles that guide decision
making and actions
Deep and lasting reason
for our existence
Behaviours
Mindset
Values
Purpose
The Culture Code
© Engineer Your Tomorrow CC
Customer Need
(rational and emotional) Culture Customer Experience
What people want
(rational and emotional) How people experience each
other and the organisation
What and how people
respond to customers
(delivery)
Behaviours
Mindset
Values
Purpose
© Engineer Your Tomorrow CC
Latent (not visible)
Behaviours are our purpose, values and mindset in action. Behaviours are observable and therefore measurable.
Manifest (visible)
Mindset Delivering pragmatic solutions
Values Passion
Professionalism Integrity
Innovation Unity
Purpose The reason we exist is to help plan for, find and keep the workforce needed to deliver health for
all
Behaviours
35
I connect
I keep people informed
I deliver
I lead for growth
I plan
AHP’s culture creates consistent positive experiences
thanks