1. How To Keep Teams Striving for Greatness in the face of uncertainty
Career Elevation 2018
How To Keep Teams Striving for Greatness in the face of uncertainty
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2. Agenda Living with uncertainty Lessons from Bees FNB Case Study
The real deal

3. The Uncertain World Where The Uncertainty Is… Economy World politics
Family
Climate
Why Should We Minimise Uncertainty
To remain profitable
To stay in business
To remain relevant

4. The Uncertain World Advantages of Uncertainty
Creates the need for planning and analysis
Creates a platform for innovation
Motivates excellence
Disadvantages of Uncertainty
Can cloud decision making
Reduces confidence
Can cause fear and anxiety

5. Lessons from Bees Some Facts
A large beehive can house up to 60,000 bees
Collectively Bees can travel 88,500 KM
They visit 2 million flowers to make half a kg of honey
Current turnover of the honey industry in SA R3.2Bil( Fin 24, 22/10/2017)
Queen Bee
Lays Eggs
Creates the environment for the colony to thrive
Drones
Keep the hive growing
Workers
Build the hive
Collect food
Scout for potential location for new hive when the need arises

6. Lessons from Bees Some Facts
The Bee dance
○ Showing other bees where to find nectar
○ Making a decision about a new hive
○ Consensus on decision making
Flexibility
○ When the Queen bee dies a worker bee is chosen to stand in
○ Can work with constraints of space
○ Adaptable to weather changes
3. Role clarity
○ Fewer bees on the front line
○ Majority of the bees work behind the scenes
4. Risk mitigation
○ Work hard in spring and summer to produce food for winter
○ Large number of bees at the entrances of the hive … to protect it

7. High Performance: Drivers
Clarity of vision
Innovation
Customer focus
Recognition 01
Communication
Engagement
Agility
Learning 02 03 04 05 06 07 08

8. High Performance - FNB case study
Clarity – Where are we going
Clarifying strategy and focus areas
Allowing the business to internalise it
Innovation
Innovation drives
Innovation competitions
Communication
Keeping it relevant to the audience
Youthful, not too formal but clear
Theatre; both employees and outsourced
Engagement
Creating passion for what we do
Allowing for creativity
Competitions

9. High Performance - FNB case study
Agility
Rapid change
Fun
Work hard and Play Hard
Agility
Rapid change
Customer focus
Customer first
Recognition
Financial and non financial
Learning
Keeping up with new trends
E-learning

10. High Performance - FNB case study
Drivers of organisational high performance
Clarity – Where are we going
Clarifying focus areas
Allowing the business to internalise it
Communication
Keeping it relevant to the audience
Youthful, not too formal but clear
Theatre; both employees and outsourced

11. Communicating Strategy

12. High Performance - FNB case study
Drivers of organisational high performance
Engagement
Creating passion for what we do
Allowing for creativity
Competitions
Agility
Rapid change

13. High Performance - FNB case study
Drivers of organisational high performance
Engagement
Creating passion for what we do
Allowing for creativity
Competitions
Agility
Rapid change

14. High Performance - FNB case study
Drivers of organisational high performance
Innovation
Innovation Drives
Passion
Loving what you do and giving it your all
Fun
Work hard and Play Hard

15. High Performance - FNB case study
Our Angst
Communication
Death by
Too many things to communicate
Just never enough
Customer Focus
The need to constantly change processes and systems
The speed of change sometimes faster that the ability to internalise change
Learning
Learning is slower than the change… the speed of change is exponential.. The era of robotics has arrived
Proving enough relevant learning opportunities for the young and hungry
We want speed
Many dependencies for speed of execution to be achieved

16. High Performance - FNB case study
Support Structure for Learning
Scholarship scheme
Targeted internal Learning Academies
Self Study
Opportunities across the business
Graduate Programme
Results…
Still early days but many signs of success beginning to show
Maximising Learning and engagement
Process Re-engineering
Remodel processes and remove waste
Set new standards of performance
Design and implement appropriate role fit
Digitise as much as possible
Results of process re-engineering
50% improvement in waste.. No duplications
100% improvement in turnaround of reviewed process
Alignment of resources with the business environment

17. Conclusion: Organizational Survival High performing Teams
High Performing teams need to be
Structurally Organised
Highly focussed
Highly Productive
Highly passionate