Bts Group Ab Class B · OMXSTO:BTS_B
Bts Group Ab Class B — Investor Presentation (July 2023)
33 slides from Bts Group Ab Class B's investor presentation, July 2023
Slide 1: Culture – the missing ingredient in strategy acceleration and transformation
Culture – the missing ingredient in strategy acceleration and transformation Presented by: Alex Amsden Mallory Meyer Tom Gaunt Senior Director, Global Director, North America Senior Director, Head Lead BTS Culture Lead BTS Culture of Change & Transformation Transformation Transformation, BTS Europe
Slide 2: What we will cover
What we will cover Demystifying culture and what is required to shift it Outcome Share what we have learned about intentionally shifting Exploring six common pitfalls and culture, the biggest pitfalls uncommon sense moves to do instead to avoid and what to do based on our experience and research ins
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Slide 4: Rate of change
Rate of change We are here Need for speed Human adaptability Technology Time Source: “Thank You for Being Late,” Thomas Friedman 4
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Slide 6: We address culture in the context of strategy from purpose to direction to action
We address culture in the context of strategy from purpose to direction to action. BTS Culture/Strategy Pyramid™ 6
Slide 7: Culture is like a current
Culture is like a current.
Slide 8: Culture broken down into its essential elements
Culture can seem theoretical, so we break it down into its essential elements to consider and intentionally change. Instinctual, second nature, A collective set of beliefs or a way of and bigger than any one thinking that determines behavior, person in the organization outlook and mental attitude A
Slide 9: The traditional playbook of moves has proven insufficient
So What? The traditional We will share the playbook of moves common pitfalls, and has proven insufficient what to do instead 9
Slide 10: What’s critical to shifting culture?
What’s critical to shifting culture? Focus on the Get clear on your Align on where right things for starting point you want to go meaningful progress 10
Slide 11: Poll: Let’s hear from you
Poll: Let’s hear from you Where is your organization most stuck? 11
Slide 12: Get clear on your starting point
Get clear on your starting point
Slide 13: Pitfall 1: tackling symptoms, not causes
Pitfall 1: tackling symptoms, Uncommon Sense Move 1: Get to the not causes. why beneath the why What to do instead? • Go beyond buzz words. Spend time going Spending a disproportionate amount deep into how culture is showing up today of time defining where to go. in beliefs and ways of working. • Id
Slide 14: Example: Exploring decision-making obstacles
Example: Exploring Decision-making obstacles Decision-making Where it manifests: Speed of decision Quality of debate Quality of execution Lack of leadership maturity Lack of trust, resulting in too Lack of psychological safety in committing & moving many people involved outside direct teams forward
Slide 15: Align on where you want to go
Align on where you want to go
Slide 16: Pitfall 2: Defining future culture in an ivory tower
Pitfall 2: Defining future culture Uncommon Sense Move 2: Optimal in an ivory tower inclusion from the start What to do instead? • Authorship is ownership. Intentionally engage various levels of the org (optimal Defining the future aspirational inclusion) from the beginning to culture is often deter
Slide 17: We intentionally engage different levels of the organization as authors
We intentionally engage different levels of the organization as authors to build ownership for the change. Top Down Senior leaders set direction and link culture to strategy. Authoring the future creates ownership Employees reveal obstacles in the current state, embed new culture, and create a tippi
Slide 18: Example: Optimal inclusion at various stages of future culture definition
Example: Optimal inclusion at various stages of future culture definition Phase 1: Discovery Phase 2: Phase 3: & Assessment Defining Future State Finalization and Activation Approach Discovery & Steering Committee Pressure Testing with Steering Committee Co-Authoring and Assessment Working Session F
Slide 19: If you have made it this far you are just getting started…
If you have made it this far you are just getting started… 19
Slide 20: Focus on the right things for meaningful progress
Focus on the right things for meaningful progress Where the real fun (work) starts…
Slide 21: Pitfall 3: Relying on individuals and volunteer champions
Pitfall 3: Relying on individuals Uncommon Sense Move 3: Tap into and volunteer champions to the social capital of groups and own the change. credible influencers What to do instead? Engage established groups and credible Enlisting an army of volunteer people in the business as a support champions t
Slide 22: Pitfall 4: working against, rather than with, resistance
Pitfall 4: working against, Uncommon Sense Move 4: Treat rather than with, resistance. resistance as engagement What to do instead? • Seek to understand resistance as data to help inform where to focus and what Directing attention to “overcoming” ‘elephants’ to address up front. resistance and focus
Slide 23: The Reason For [Transformation Initiative] failure: It’s All About The People
The Reason For [Transformation Initiative] failure: It’s All About The People 23
Slide 24: Pitfall 5: Over indexing on one change lever
Uncommon Sense Move 5: Shift Pitfall 5: Over indexing on one operating habits, behaviors and change lever structures together What to do instead? • Focus on consistent daily operating habits Assuming a process, system or that signal something is different and the structure change will force a cultur
Slide 25: Example: Implementing Agile Operating Model and expecting culture to shift
Example: Implementing Agile Operating Model and expecting culture to shift alongside it What they missed: Why are we doing this? • The role of the leader completely changes • Empowerment What they did well: • Coaching • Agile org structure • Ruthless prioritization • Sprint processes • Outcomes vers
Slide 26: Pitfall 6: everything, everywhere, all at once
Pitfall 6: everything, Uncommon Sense Move 6: Prioritize, everywhere, all at once. practice and iterate What to do instead? • Prioritize the most critical shifts that will have outsized impact first. To expedite impact, organizations will try to tackle all efforts at once, • Get a lot of people focu
Slide 27: We form a structure that harnesses collective effort & creates a tipping point
We form a structure that harnesses collective effort & creates a tipping point embedding real change …we call them Sprints Identify the mindset, process or way of working that will make the biggest difference Makes changes practical Forms a social support network Measures progress quickly, learning
Slide 28: Small changes deliver a tangible impact
Small changes deliver a tangible impact 2000 21 18 6 5 56% 69% People in 8 weeks Avg. hours in Avg. people in Reported meetings meetings ‘Effective decisions’ 28
Slide 29: What’s critical to shifting culture?
What’s critical to shifting culture? Focus on the Get clear on your Align on where right things for starting point you want to go meaningful progress 29
Slide 30: Six pitfalls and what to do instead
Six pitfalls and what to do instead Pitfall Uncommon Sense Move 1 Tackling symptoms, not causes. Get to the why beneath the why 2 Defining future culture in an ivory tower Optimal inclusion from the start Relying on individuals and volunteer Tap into the social capital of groups and 3 champions to o
Slide 31: Poll: Let’s hear from you
Poll: Let’s hear from you Which uncommon sense move resonated most? 31
Slide 32: Q&A
Q&A Copyright © 2023 BTS
Slide 33: Strategy made personal
Strategy made personal cobts