Most Important: BEHAVIORS
As you move forward, the most important thing for TTEC to focus on is the key behaviors that will drive transformation. Why? There are three primary reasons:
Behaviors provide CLARITY
The same term can mean different things to different people and at different organizations. It's important to define and communicate the specific behavior TTEC needs so everyone's on the same page. For example:
Collaboration
Collaboration
Collaboration
We don't leave the room until we have consensus.
Decision makers seek input from multiple impacted parties before making the decision.
The executive team regularly meets informally over coffee in their break room.
Behaviors drive MINDSETS
Forcing changes in behavior will drive changes in mindset. It's behaviors first, not the other way around.
New Behavior
Have quarterly cross-functional meetings to bring new, integrated solutions to your clients.
Dissonance
I can work x-functionally to get better rewards, more praise, and promotion.
- OR -
I can continue in my ways. Rewards will diminish and I will feel pressure
Reinforcement
Larger incentives for x-functional sales
Informal and formal rewards that reward the means, not just the ends
X-functional teams are publicly praised and featured
Mindset
Cross-functional teams get better results for me and for our clients
- OR -
I only want work in a silo
Behaviors can be MEASURED
Outcome is a great way to determine success, but that takes time. How will you know if you're on the right track?
You can't observe thoughts or measure mindsets. You don't know for sure if something needs correcting.
You can observe behaviors and measure them. Monitoring behaviors gives you the opportunity to course-correct if needed.
An Organization is a Tightly Aligned Ecosystem
Think of TTEC Digital as a set of freshly racked billiard balls. Each ball is a different aspect of the company (business processes, talent, etc.) and they're all aligned behind a common strategy.
If one ball changes or moves, the others must adjust. Otherwise they're out of alignment and you'll get a pile of billiard balls not aligned behind a direction.
Your Organizational Billiards
For directional decision making, we can simplify TTEC into six components.
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Decisions made or changes implemented in each aspect will impact the type and placement of the other five.
Strategy
Strategy
Mission / Vision
Goals
Strategy
Measurable Outcomes
Process
Process
Core activity clusters
Technology platforms
Cross-organization linkages
Culture
Culture
Key values
Distinctive competencies
Cross-team relationships
Totems & Rituals
Technology
Technology
Information delivery
Application architectures
Functionality delivery
Skills & People
Skills & People
Recruitment and selection
Training & Development
Measurement / Appraisal
Compensation & Rewards
(Hover over each ball for more)
OUR SHARED GOAL:
FIGURE OUT THE PLAN AS QUICKLY AS POSSIBLE, AND GET TO WORK!
"No Brainers"
Addressing TTEC's "billiard ball" components is essential for sustained change.
In the interim there will be some "no brainers" that can be implemented immediately and that will help regardless of specific component decisions.
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You probably have some ideas now, and others will become clear as we further define the current state.
Enhance and accelerate the existing experiential learning program
Active listening training for key roles
Provide coaching for proposals and orals teams
Change management plan that includes employee experience, communications, and engagement
Create templates for client conversations / presentations that gives a framework for outcomes first, client-centric thinking
Conduct workshops with sales executives to enhance their communication and strategic thinking; create action plan for their clients
Work with client executives to develop their skills in real time
Create an "MBA 101" learning plan designed specifically for tech professionals
Define key behaviors for success and create a learning and adoption program