3. Context and background
3
AHP initiated a project to codify our culture because we:
• want to be deliberate in creating a positive experience for the people of
AHP
• strive to build, deliver and sustain one consistent AHP experience in every
interaction internally and externally
A consistently positive customer experience is critical for AHP to fully live out
its mission to plan for, find and keep the workforce needed to deliver health for
all.
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
This document outlines the culture project’s journey and the AHP culture
framework components for the purpose of discussion.
4. Mindset
Values
Purpose
4
3
2
1
Behaviours
Customer Need
(rational and emotional) Culture Framework
How the organisation meets the customer need results in a customer
experience.
4
Customer Experience
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
What creates a customer experience?
5. Why is codifying our culture important?
Articulating our culture in behaviours enables a shared understanding of what
we must do to create a consistently positive experiences for our customers.
Mindset
Values
Purpose
4
3
2
1
Behaviour
Fully live out our
mission to plan
for, find and keep the
workforce needed to
deliver health for all.
Measure performance
based on the
demonstration and
evidence of the desired
behaviours.
This will enable us to:
Build and align people
processes within the
organisation,
sustaining the internal
customer experience.
5
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
7. The journey of discovery
February JuneMayAprilMarch
Readiness conversations
Customer experience conversations
(36 total)
Engagement Survey
55 questions
91%
completion
Synthesise and
code this
information to
discover our
behaviours.
What is
culture?
Customer
experience
Who are
my
customers?
Culture creates
the customer
experience
Reinforcing and
sustaining
culture
Review internal data
Feedback
7
Feedback
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
8. Socialisation: Learning key concepts
Customer
experience
Who are my
customers?
Reinforcing and
sustaining culture
Measuring
culture
Integrated talent
management
Culture
1
5
3
2
Culture creates the
customer experience
4
6
7
8
19 March
10 April
8 May
22
May
5 June
3 July
17 July
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
10. Definition of desired AHP customer experience
I am secure
I have a
relationship
Process
knowledge
Mindset
Values
Purpose
4
3
2
1
Behaviours
Customer Need
(RATIONAL and EMOTIONAL) Culture Framework Desired Customer
Experience
Insights and
information
10
They are
knowledgeable
I have opportunities for
growth and a future
Next
steps
Practical
solutions
“AHP ensures they
understand the specific
context and come up with
practical solutions. I feel
secure in their abilities and
I know exactly what’s
going on every step of the
way. I can trust them to
follow through on what
they say.”
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
12. Culture components
Latent
(not visible)
Behaviours are our
purpose, values and
mindset in action.
Behaviours are
observable and
therefore measurable.
Shared perspective or disposition that
determines responses and
interpretations
Belief in which there is an emotional
investment/ Essential principles to
guide our decision making and actions
Deep and lasting reason
for our existence
Behaviours
Purpose
Values
Mindset
Manifest (visible)
Expression of Purpose, Values
and Mindset
4
3
2
1
12
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
13. Purpose
What is our purpose and why is it important?
It is the reason for our existence
The reason we exist is to help plan for, find and
keep the workforce needed to deliver health
for all
13
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
14. Values
What are our values and why are they important?
Values are the reason people do what they do
Our values
shape our
interactions
with each other
as well as with
our customers
14
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
Values provide
the underlying
principles that
guide
everything that
we do
Values inform
our
mindset, definin
g what is
important to us
15. Values
What are our values and why are they important?
Passion
We believe deeply
that people should
have access to
healthcare. This
belief creates
enthusiasm and
tenacity in us to
help make this
happen. Our
passion drives us to
persevere in the
face of obstacles, to
find solutions where
others might lose
hope.
Professionalism
We hold dear the
individual value of
every human being.
We serve with
excellence and care
because that is
what we believe
every person
deserves. We do
not compare
ourselves to what
others think is
acceptable, we
believe in quality
delivery no matter
how tough the
circumstances.
Integrity
We believe in
building and
keeping the trust of
those we work with.
We believe that
integrity is
lived, rather than
merely spoken. We
believe in clarity
and honesty in
every
relationship, even
when it’s hard.
Innovation
We believe that
innovation is about
doing things better.
Our intention is to
always discover
better ways of
delivering solutions
for the people we
serve. We believe
that innovation
should be
deliberate, rooted in
learning and
beneficial for
people.
Unity
We believe “the
whole is greater
than the sum of the
parts”. We know
without a doubt
that strong
collaboration
enables the best
solutions. We are
people who place
the needs of our
mission over
personal ambition.
For us, unity
enables a
cohesiveness of
purpose and action
in all we do.
Values are the reason people do what they do
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
15
16. Mindset
What is our mindset and why is it important?
It is our shared perspective that guides our responses
It differentiates us
Delivering pragmatic solutions
16
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
17. Behaviours
What are our behaviours and why are they important?
If we were living
the mindset, what
would AHP people
be doing?
Behaviours define what people do in the organisation
Purpose, values and beliefs are abstract constructs used to
describe things we cannot see.
To measure, we operationalise our values by expressing
them in behavioural terms.
17
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
18. Definition of AHP behaviours
Behaviour Definition
When we connect with people we seek to understand their context and their real need. This connection
underpins everything we do because it enables us to gain understanding that must inform how we serve.
Our ability to deliver a pragmatic solution must start with understanding the real need we are serving.
Through connection we foster real relationships and make it possible to take effective action.
We are pragmatic people who make a real impact. The journey we go on to have an impact is often long and
complicated. We reduce complexity by defining the most effective approach to solving the need. Because of
our deep belief in real change, we take the time to use past lessons to inform the most innovative way to
provide a solution. We take defining the problem we are going to solve and the best way to solve it very
seriously. We are innovative planners.
Our unwavering belief in collaborative solutions drives us to enable unity in everything we do. We work with
diverse people to deliver the most pragmatic solution and we need groups of people to mobilise around
solutions. In order to make this possible, we are rigorous in how we share information. We want the people
we work with to feel secure in the journey to a solution. We are proactive communicators, bringing
comfort, insight and security through sharing of knowledge.
Serving with excellence is not negotiable for us. Delivering on what we promise is how we maintain long
term trusting relationships with people. The work we do is complex and often requires wise adaptation in
our approach to ensure we deliver on our commitments. We execute our plan to meet the real
need, maintaining a healthy perspective in often difficult circumstances. We collaborate effectively under
high pressure.
In order to innovate and define the most pragmatic solution, we prioritise learning. We learn from the
people we work with, from research and from past mistakes. We actively seek out opportunities to develop
our abilities and technical knowledge for the benefit of our mission. Learning is how we ensure our long
term impact.
18
I connect
I plan
I deliver
I keep people informed
I lead for growth
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
19. There is evidence of a culture in every action, decision and
customer experience.
Cultural artefacts
Artefacts are one of the ways through which we socialise our culture framework.
“It’s not what you look at that matters, it’s what you see.” -Henry David Thoreau
19
It’s the
language
we use
It’s how
we plan
and
organise
Its how
we handle
conflict
It’s how
we learn
It’s how
we use
symbols
It’s how
we make
decisions
It’s how
we dress
A visual identity is a graphic representation of how we do things. Graphics allow people to
visualise the meaning of text in a more meaningful way.
Visual Identity
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
23. AHP visual identity: Our behaviours
Delivering pragmatic solutions
23
I connect
I keep people informed
I deliver
I lead for growth
I plan
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
25. The complete AHP culture framework
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
25
I connect
I keep people informed
I deliver
I lead for growth
I plan
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
26. 26
Behavioural standards
In order to drive a consistent customer experience
across all interactions, it is important to be
specific about what it means to demonstrate the
AHP behaviours.
Our behavioural standards create clarity of what it
means to demonstrate a behaviour.
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
27. I connect
Behavioural standards
27
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
• I listen to hear the rational need without interrupting
• I consider the individual context and identify the
emotional need
• I ask appropriate questions to clarify my
understanding of the real need
• I respond appropriately to the real need
(encompassing both rational and emotional)
• I demonstrate openness to ideas different to my own
• My language and style serve the relationship (above
my own agenda)
28. I plan
Behavioural standards
28
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
• I make time to think through my
approach, considering past learnings, the real need
and the possible impact on AHP’s strategy
• I use appropriate research and information to inform
my thinking
• I turn the need identified into clear and realistic
objectives
• I identify the what, when, who and how necessary to
achieve my objectives
• I define and document a clear plan
29. I keep people informed
Behavioural standards
29
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
• I consider the context and identify appropriate
communication channels
• I commit to defined dates and times for updating
people
• I explain the why, what, how and who of the journey
• I build buy in and confidence by using appropriate
language and style for the context
• I am proactive in sharing information
30. I deliver
Behavioural standards
30
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
• I define my commitments clearly
• I deliver what I committed to
• I deliver at the date and time I promised
• I adapt to unforeseen circumstances by effectively
modifying my approach when necessary
• I remain calm under pressure, maintaining a healthy
perspective
• I collaborate effectively with other people
31. I lead for growth
Behavioural standards
31
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
• I seek out opportunities to learn, improving my
skills, knowledge and expertise
• I seek out feedback from others about how to
improve my contribution
• I share learnings in a structured way so that others
can benefit from my experiences
• I encourage new and innovative approaches
• I prioritise learning from others
33. Putting it all together…
AHP customer need
(RATIONAL and EMOTIONAL)
AHP
culture framework
Desired AHP customer
experience
33
Purpose
The reason we exist is to help plan
for, find and keep the workforce needed
to deliver health for all
Behaviours
I connect
I plan
I keep people informed
I deliver
I lead for growth
Values
Professionalism
Passion
Integrity
Innovation
Unity
Mindset
Delivering pragmatic solutions
I am secure
I have a relationship
Process knowledge
Insights and information
They are knowledgeable
Next steps
Practical solutions
I have opportunities for
growth and a future
“AHP ensures they understand
the specific context and come
up with practical solutions. I
feel secure in their abilities and
I know exactly what’s going on
every step of the way. I can
trust them to follow through
on what they say.”
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
34. How will we apply our culture framework?
Build the supporting
people architecture.
Defining the desired
culture
2 Sustain the culture through
leading and managing in
alignment to the culture
framework
31
Long term sustainability of our desired culture requires organisational alignment to the
culture framework. How people experience our culture is influenced by our people
management processes, policies and procedures. These will be aligned to our culture
framework.
✔
34
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
35. “Business and human endeavors are systems…we tend to
focus on snapshots of isolated parts of the system. And
wonder why our deepest problems never get solved.”
Peter Senge
35
Codifying Culture Discovery
Customer
experience
Culture
components
Visual
identity
Behaviours Application
ConversationsReadiness conversations were held with managers to unpack their opinion on the AHP culture.Conversations were held with 36 internal and external customers to unpack the desired customer experience.Engagement surveyIn March 2013 all AHP employees were invited to share their opinion on the constructs of engagement through a 55 question, confidential online survey.91% of AHP took part. Internal dataCorrespondence (Including: emails to the AHP team from Saul Kornik)Policies and proceduresOrganisational health surveys (July 2012 and January2013)Strategic identity documents (Including: the Strategy Plan 2013, AHP presentation – services 2013)Strategic retreat (February 2012)Website (as viewed on 2 and 3 May 2013)SocialisationThe Innovation Committee is engaged in fortnightly structured conversations where key concepts that underpin culture are learned. This forum shared their learnings with their colleagues and provided feedback from these discussions.