Angus Dorney and Allan Waddell tackle the question of how you build culture and then scale it. Watch the video or read the transcript below.
Angus: Whew! (laughs)
Allan: You got this.
Angus: Yeah, I got this. Well, I think architecting culture at scale is, I think, important's things to do if you're going to architect culture at scale. First of all, you have to define an organization stands for really and I think that the values are in an organization's DNA are set extremely early on in the life, the lifecycle of that organization. It's something that you can't change as the organization grows up. And so, I believe, that in order to scale culture in an organization, you have to be very clear in what your values are early, those values have to different, they can't just be innovation on a tea and trust like every other single business in the world. They have to different. They have to meaningful. They have to be something that, ah, g-, is going to motivate your employees and engage them as they grow and, if you set the blueprints early, then that can be a guiding light for scaling locally and internationally.
Allan: Completely agree. One of the key things a scale is, you need to be attractive the developmental, the capability market as opposed .. and that needs to marry into, I mean, y-, your internal values might not necessarily be the same as what you present your clients, um, but they need to be, they need to be, but they need to be alive, if that makes sense. And so, when you talk about cultural scale, attracting great people is one of the benefits, well, of having great culture and then also attracting great clients.
Angus: Yeah, uh, I think that a lot of organizations will say, "Here's our values", and print out a poster and stick in on the wall,
Allan: Hmm (affirmative).
Angus: and that's completely ineffective so it's actually about defining what it is that you stand that for and the behaviors that, how you stand for as an organization but it's about reinforcing those things with, um, the way that you act, the things that you do so you have to build customs and forums and reinforcing mechanisms around those values themselves. And, you know, whether that's with the group meetings that you facilitate, definitely the way that the leadership team acts, the types of behavior that's acceptable and [inaudible 00:02:46] on a daily basis in the organization, the recognition, the awards that you give out, all of these things serve to reinforce those set of values rather than just sticking a, a poster up on the wall and hoping that that's going to influence the way people behave.
Allan: Absolutely, I think it's, culture is not just about what leadership decides-
Allan: It’s, you know, your team has to embody that culture and that's the only way, w-, client, if, you know, if clients have your team on site you can't, (laughs) deploy, ready, win and go. Remember that we're humble. Like it doesn't work that way. But the leaders on the ground have to really believe that and be cultural leaders for their team,
Allan: .. just recently we had a, one of our old hands back at the office, he, and, um, one of our team was talking about the experience they were having on site and how that related so much back to the values that we have, how it related back to the integrity and the humility, and I stopped what they were doing for a moment and believed it was their chance to really operate in that mode? And, I think that's like a watershed moment for us, when we go, "This is, you know, we think we're going the right thing.". I don't think there is necessarily a direct path to building a culture scale, it's a journey, and you have to adapt and you have be on, everyone has to be on the bus together, .. but that was a really good indicator that we're on to something.