Neenu Porus and Manu Nanda on
Sustaining Cultural Transformation
AUTHORED BY:
MILONEE PAREKH | KNOLSKAPE EDITORAL TEAM
INTRODUCTION
Every organization’s functioning is influenced by its culture.
However, occasionally a change in culture is required to promote employee satisfaction and productivity. So, in order to ensure that your staff are happy and working to their full potential, you must understand how to assist a cultural transformation at your organization.
Cultural transformation is more than a buzzword. It is a commitment to enhancing and strengthening a company’s culture so that employees feel like they belong and can engage in the organization’s long-term success. And when an employee feels valued in their position, your firm benefits. In a survey done by Forbes, 88% of employees whose companies financially outperform others in their industry said they feel heard and appreciated.
Making structural changes to your corporate culture is the only way to transform it. So, what steps must you take in order to succeed?
In this interview, we had a conversation with Neenu Poras and Manu Nanda to understand culture, its core components, its role in the growth-oriented business ecosystem, and the ways through which we can overcome challenges to sustain cultural transformation among other things.
ABOUT THE PANELISTS
Neenu is the Director for Talent Management at IndiGo (InterGlobe Aviation Ltd). She is an accomplished HR practitioner with varied experience of conceptualizing and deploying innovative talent management programs and creating learning experiences that generate business value. She is curious about how organizations continue to stay competitive in this ever-changing context and hence decided to write a thesis on ‘Dynamic Capabilities’ as part of her Fellowship program at MDI, Gurgaon. Prior to working with Indigo, Neenu was associated with Yum Brands as the Training Manager for KFC.
Our second guest is Manu Nanda. Manu is at the helm of KNOLSKAPE’s India & APAC Business, he is the Senior Vice President, and Chief Business Officer. A self-initiator, Manu thrives on chasing audacious business goals. His expertise lies in creating value for customers – helping organizations with their talent transformation efforts across levels and delivering high business results. A seasoned enterprise leader with 25+ years of diverse corporate experience across FMCG, Petroleum Retail, Automotives, Oil & Gas, and Training & Coaching, Manu has held leadership roles across Channel Management, Key Accounts, Franchise Operations, and Consulting. Outside of work, Manu is a movie buff, an avid reader, and a compulsive swimmer.
Below is the complete interview with Neenu and Manu on ‘Sustaining Cultural Transformation:
What does culture mean to you, and how does your individual concept of culture align with that of your specific organization?
| NEENU:
Culture, to me, encompasses how I lead my life, including my belief systems, values, and interactions with those in my social circle, such as friends and family. It is essentially a reflection of how I choose to live. Similarly, in the workplace, culture plays a significant role. Although there are some distinctions, the underlying principles remain the same.
In personal life, culture revolves around connections with individuals and social dynamics. In a professional setting, culture is centered around connecting and effectively communicating with colleagues. Despite these differences, I find comfort in working for an organization whose values align closely with my own.
| MANU:
Culture is a complex concept that encompasses beliefs, values, and behaviors coming together. It starts with our personal values, shaped by our upbringing and family background. The important aspect is aligning these personal values with the values of the organization we are part of. Without alignment, there can be a disconnect that hinders the effectiveness of culture.
For culture to thrive and values to work together, there needs to be an emotional connection. It requires the display of certain behaviors and the establishment of emotional bonds. When these elements are present, culture can take root within an organization, allowing individuals to connect and respond effectively.
The next question revolves around the profound impact of COVID-19 on business operations. Various reports and theories have explored the transformative effects of the pandemic on the overall business ecosystem. However, we specifically want to delve into its impact on organizational culture, especially for industries with unique characteristics like the airline industry. Neenu, could you shed light on how significantly the pandemic has affected the organizational culture?
| NEENU:
Your question brings back memories of the challenging times we faced a couple of years ago. The aviation industry, including us, was severely impacted by the pandemic. With flights grounded, more than 50% of our workforce suddenly found themselves without a role. It was a tough and uncertain period for us.
During that time, our top priority in terms of culture was ensuring that nobody felt left out or alone. Even before the pandemic, one of our core values at Indigo was that “one is never alone.” Whether it was a work-related challenge or a personal one, we always emphasized that nobody should feel isolated. This value became even more important during the pandemic.
Although those were tough times, we took several steps to maintain our culture and bring our people closer together. Since most of us were at home with limited work-related activities, we focused on strengthening our connections as an organization. We provided support and reassurance to one another, emphasizing that things would improve.
As our conversation progresses, I’ll be happy to share more about the specific actions we took during that time to uphold the culture we value at Indigo.
| MANU:
As part of a consulting organization, we have the privilege of engaging with senior leaders across various industries, such as aviation, FMCG, technology, and automobiles. Over the past couple of years, many organizations have faced significant challenges due to the dispersion of their workforce and the shift to remote work.
This remote work setup has led to a sense of erosion in culture for many organizations. Hiring processes were conducted remotely, depriving new employees of the opportunity to experience the office environment, be part of a team, and engage in direct communication with leaders. Values and culture were often reduced to a single slide during onboarding, creating a disconnect.
Consequently, there has been a rise in mass resignations and employees leaving organizations due to a lack of connection, despite the organization’s efforts to foster a sense of belonging. However, with the return to office spaces, things are gradually improving. Leaders and HR teams now prioritize rebuilding culture within their organizations.
Building culture has become a top priority for HR professionals, CHROs, and learning heads. The aim is to ensure that culture and values permeate throughout the entire organization, reaching every individual. Values form the DNA of culture, and it is crucial for employees and organizations to be aware of them. Without this awareness, neither employees nor the organization can truly thrive.
What, in your view, are the key drivers of culture in an organization?
| MANU:
When it comes to building a culture in any organization, the behavior of the leadership team plays a crucial role. It’s evident that people closely watch and observe their leaders to understand the expected norms and values.
It’s essential for leaders to exhibit behavior that aligns with the values and culture they promote. The phrase “walk the talk” comes to mind as leaders should demonstrate the values they speak about and ensure their behavior reflects those values. Effective communication plays a significant role in this process. I recently came across an intriguing book called “The Culture Code” that emphasizes the importance of leaders being vulnerable and open in their communication. By creating a sense of safety, leaders encourage employees to express themselves freely. This is where the foundation of culture building begins—leaders showing that they are approachable and relatable, just like the teams they lead.
Another important driver, in my opinion, is the way communication flows throughout the organization. As I mentioned earlier, it’s crucial to ensure that culture and values are not confined to a specific area or limited to the HR team alone. It’s essential for individuals working in remote locations to also have a clear understanding of what binds the organization’s culture together. This aspect plays a significant role in fostering a unified and cohesive culture across the entire organization. The third crucial aspect, in my opinion, is fostering a sense of belongingness within the organization. When employees feel emotionally connected to their work and the company, it becomes a win-win situation for the overall culture. This strong sense of belongingness helps to maintain a robust and cohesive culture that binds people together. We have all experienced situations in our professional lives where individuals choose to stay with an organization instead of seeking new opportunities because the culture is incredibly strong and compelling. It’s truly remarkable how a powerful culture can influence people’s decisions and loyalty.
| NEENU:
I completely agree with Manu’s point about leaders being the true champions of culture within an organization. When leaders embody and practice the values and principles that define the culture, it sets a strong foundation for success.
Additionally, it’s crucial to pay attention to how work is conducted throughout the organization. From the hiring process to recognizing and communicating with employees, and even how we handle departures, each of these aspects plays a vital role in shaping the organizational culture. It’s important to utilize these touchpoints and the entire employee lifecycle to align individuals with the desired culture and values of the organization.
By focusing on these areas, we can ensure that employees are engaged and connected to the organization’s culture, ultimately fostering a positive and productive work environment.
I come to my next question, and it is a very critical one as it talks about the main challenges in implementing culture transformation, especially in today's times, which are so dynamic.
| NEENU:
In our organization, we face the challenge of a dispersed workforce. Our employees are spread across 78 different locations within India, and we also have 27 stations outside of India. Ensuring consistent understanding and alignment of culture becomes a bit challenging in such a scenario. We need to make sure that employees in our regional offices have the same level of understanding as those located at our main office.
Another challenge we face is the potential formation of subcultures that are not aligned with our espoused values. This is mainly due to our dispersed and distributed workforce.
Additionally, the nature of our business poses another challenge. Despite our desire to leverage technology, a significant portion of our employees do not have access to computers or laptops. This limits our ability to use technology as a means of communication and information dissemination within the organization.
Furthermore, many of our employees are stationed at boarding gates or reservation counters where they lack access to connect with their colleagues and stay informed about organizational updates. The very nature of our business also presents a challenge, as it restricts our ability to leverage technology and cascade information to every single employee, hindering transparent and two-way communication. Hence, we can identify two primary challenges in our culture transformation efforts: the dispersed workforce and the unique characteristics of our business operations.
However, like any other organization, we have found ways to navigate these challenges. We have implemented various strategies to address them. One approach we have adopted is the concept of ‘leadership station sponsors’. In this initiative, each leader is assigned specific stations to visit, where they can personally meet and interact with the employees stationed there.
As I mentioned earlier, virtual communication may not always be feasible for us due to technological limitations. Therefore, our corporate office personnel frequently travel to these stations to personally engage with employees. They actively interact, have conversations, and provide insights into what Indigo represents and what it means to be a leading member of the Indigo team.
Very great insights there Neenu. Manu, based on your experience collaborating with clients across diverse industries and sectors, I'm curious to know the main challenges that clients seek solutions for when it comes to culture building.
| MANU:
As Neenu mentioned earlier, a dispersed workforce is indeed a significant challenge faced by organizations, and I can understand how this applies to Indigo, given its vast presence across various locations in the country, ranging from major cities to smaller towns.
Another challenge that I have observed in my work with clients is the impact of global turmoil, which has led to layoffs in various industries, including IT and ITES. Major players like Amazon and other large organizations have had to make difficult decisions and downsize their workforce. This has created a sense of uncertainty and apprehension among employees and organizations alike.
These challenges of managing a dispersed workforce and navigating through times of layoffs are some of the key concerns that clients often seek solutions for when it comes to culture building activities.
One factor that organizations are slightly skeptical about is their understanding of what the next six months will look like. There is uncertainty regarding how the upcoming months will unfold. Additionally, as employees start returning to work, there are different approaches being implemented. While some organizations, like Indigo, still have a dispersed workforce, many others are bringing back their employees to the office on a full-time basis.
However, there are also instances of hybrid working, where employees have the flexibility to work remotely for a few days a week and come to the office for the remaining days. This transition to hybrid working has posed challenges as people find it difficult to adjust to the change. There is resistance and a sense of disconnect when such changes occur within the organization.
In many organizations, employees often feel a sense of disconnection and dissatisfaction with the prevailing culture. They may perceive that the organization is working against their best interests, which is not aligned with what it should be. To summarize, there are three key factors contributing to this sentiment: the dispersed workforce, hybrid working arrangements, and resistance to change. These issues frequently arise in conversations with clients, and another significant problem is the lack of effective communication.
Employees frequently express frustration about not receiving the right messages from their leaders. In some cases, leaders themselves may be unaware of ongoing changes, or they may have a tendency to withhold information instead of being transparent. The degree of transparency varies across organizations, depending on the leadership’s approach.
These factors can lead to employees feeling disconnected and contribute to the erosion of the organization’s culture. I believe these scenarios are relatable and reflect realistic challenges that organizations face.
Thanks Manu, for sharing this valuable information. Neenu, you provided valuable insights into the challenges of managing a dispersed workforce at Indigo. Could you please share some specific instances, examples, or anecdotes that illustrate how you successfully tackled this challenge and established a strong culture within the organization? It would be great to hear about these experiences, both for our benefit and for the audience.
| NEENU:
Certainly! During the pandemic and even now, we have implemented several measures to engage our employees and ensure they understand the values and principles that Indigo upholds. One initiative we took was to organize virtual onboarding sessions for new hires in our corporate functions, particularly in areas like digital functions. After their virtual onboarding, we made it a point to bring them back for a follow-up connect.
Along with virtual onboarding sessions, we also conducted in-person sessions where we helped new employees understand Indigo’s values and what they mean for us. These sessions provided an opportunity for us to foster a deeper connection and shared understanding. It was important for us to convey the significance of our values and how they guide our actions and decisions.
In addition to onboarding, we organized various social activities to promote collaboration and teamwork. For instance, during the pandemic, we launched a campaign titled “When the Skies Will Be Blue Again.” This campaign encouraged teams, whether small or large, to come together and create videos showcasing their collaboration and unity. The goal was to demonstrate how employees could work together, even in a fun and creative context. We received these videos from different teams and it allowed us to see their collaborative spirit in action.
Another significant aspect of our culture is the value of empathy, which is closely tied to our principle of pride with humility. We recognize the importance of understanding and connecting with the experiences of our cabin crew. To cultivate this empathy, we introduced a practice called “Everyday Empathy” specifically for our cabin crew members.
Through this initiative, we created empathy maps for the cabin crew and encouraged our employees to “walk a mile in their shoes.” This practice aimed to foster a deeper understanding of their roles and challenges. We wanted everyone to take a moment to pause, reflect, and consider the specific needs and experiences of this particular workforce segment. By doing so, we aimed to identify ways in which we could provide better support and create a more inclusive and compassionate working environment.
To reinforce our culture and emphasize the collective nature of our organization, we implemented targeted campaigns across various channels. These campaigns served as reminders of our core values or highlighted the unity and togetherness we strive for. Transparency, as mentioned by Manu, is a crucial aspect, and we took several steps to ensure effective communication from our leaders.
From formal gatherings like annual town halls led by our CEO, where strategic priorities for the coming years are clearly outlined, to informal events such as short video messages from leaders discussing upcoming weeks, we made it a priority for employees at all levels to have direct interaction with the leadership team. We believe it is essential for individuals at our stations and across the organization to hear directly from our leaders.
We established formal channels of communication such as newsletters, the CEO’s blog, and the annual CEO’s town hall, providing important updates and insights. Additionally, many of our leaders maintain their own blogs, allowing employees to gain a deeper understanding of their perspectives and experiences. We also conduct interview-style series, which are then included in newsletters, providing employees with the opportunity to get to know our leaders better.
So yes, multiple things to just ensure that there is enough and more communication and people are not jumping to conclusions, whether it is to do with how the business is sparing, to where we are headed to, generally getting to know each other better.
Thanks Neenu for the information. Manu, based on your experience, what are some of the best practices you have encountered that have proven effective in cascading cultural values within dispersed or hybrid organizations?
| MANU:
Yeah. So going back to what I mentioned, and again, uh, Neenu, what you rightly said, it starts with the right kind of communication.
So first and foremost are leaders communicating? Are leaders bringing the ethos, the elements that will keep the workforce engaged? It’s all part of your culture.
How are you actually yourself walking the talk and ensuring that? Culture building is happening all the time. So even if it’s a small meeting, do you talk about culture building? Do you talk about your values? What does that organization stand for? That is one.
Second is the use of technology in a big way, so I can’t help but mention it, that a lot of organizations are now using gamification. To ensure culture building in remote locations and among dispersed workforces, leveraging technology and gamification is crucial. These approaches create additional engagement and attention that may be lacking with traditional methods such as static slides or PowerPoint presentations.
The third aspect is fostering a sense of belonging within the organization. Neenu shared a comprehensive list of initiatives taken by Indigo, which greatly contribute to creating that sense of belongingness.
To sum up our conversations with various individuals across different industries, it is evident that organizations are taking proactive measures to ensure that culture building, and values dissemination reach every individual within the organization.
Manu, referring back to your point about the unpredictability of today's times, you mentioned that people, including leaders, are uncertain about what the future holds, particularly within the context of cultural sustenance. This is a valid concern, as cultural sustainability becomes even more crucial during unpredictable periods. So how does an organization strategize for cultural transformation with sustenance in mind?
| MANU:
So, I believe there is a very famous quote by Peter Drucker where he mentions that ‘culture eats strategy for breakfast.’ This quote implies that the importance of organizational culture surpasses that of strategy. It goes without saying that without a focused approach to culture building, even the best strategy is bound to fail. If your employees are not aligned with the execution of the strategy, it will not work as intended. Therefore, the first step towards success is to develop a strong organizational culture.
However, it’s essential to understand that culture building is a gradual process and cannot be achieved overnight. It cannot be as simple as a leader or CEO waking up one day and declaring a new culture for the organization. Culture is deeply ingrained in the values, beliefs, and behaviors of individuals within the organization, and it takes time and effort to shape and transform it.
Culture formation occurs over an extended period, driven by exhibited behaviors within the organization. It takes years for an organization to establish its distinct culture, and people develop perceptions of what that culture represents. Randomly selecting an organization would reveal a certain perception of its culture.
To clarify, strategy is indeed crucial. When I mention strategy in relation to culture building, I mean developing a deliberate plan for cultivating the desired culture. Another important aspect is assessing and tracking progress. While you may be moving in the right direction, it’s vital to measure whether culture building is genuinely taking place.
Frequent feedback sessions with employees are essential to engage them and assess the progress of culture building. These sessions provide valuable insights into the sustainability of culture initiatives and help evaluate the organization’s continuous improvement efforts.
It is important to acknowledge that not every feedback or recommendation can be implemented due to various factors such as budget constraints or existing policies. However, continuous engagement and effective communication are key elements in maintaining a thriving culture.
Ensuring that the right communication channels are in place and fostering a sense of belonging among employees are crucial. By actively listening to feedback and making appropriate changes where possible, an organization can demonstrate its commitment to continuous improvement and nurturing a positive culture. These efforts contribute to steering the organization in the right direction for its journey ahead.
| NEENU:
It is crucial to address a common misconception that culture organically evolves on its own. This belief can be dangerous because while some form of culture will naturally emerge if left unattended, it may not align with the strategic priorities of the organization. To ensure a relevant and impactful culture, it is essential to approach it as a dynamic element that requires deliberate planning and crafting.
Creating a well-thought-out and carefully designed plan for culture building is necessary. This involves the active participation of leadership, HR teams, and all stakeholders involved. By sitting down together, they can define the organization’s values and align them with the strategic direction. This proactive approach ensures that the culture remains in line with the organization’s goals and supports its growth.
It is important to consider doing things differently, making additions, or making tweaks to the existing culture. However, this discussion should not be left solely to the employees’ discretion. It is risky to assume that culture will naturally evolve without deliberate thought and planning.
Having a well-defined strategy for the evolution of culture is crucial, and it is important to effectively communicate any changes or edits to all employees.
So, from that perspective, how do you really ensure that the company's culture remains relevant and aligned with the business objectives? Has there been any occasions in your experience where cultural values had to be traded off for business goals or vice versa?
| NEENU:
Well, to be honest, I can’t recall any specific instance where our company’s culture values were compromised for the sake of a business priority. In fact, our shared commitment to our culture values helps us gain clarity on our strategic priorities. For example, when we have to make a decision about pursuing a particular business opportunity, we consider whether it aligns with our culture values. If it contradicts our values, we simply choose not to proceed with it. This approach makes it easier for us to take decisions, be it business decisions or decisions related to our team and talent. So, from my experience, our culture values have never been sacrificed for anything else.
However, I understand that there could be instances where our culture values may not fully support our strategic direction. In such cases, it’s important to reassess and potentially refine those values to ensure better alignment. But once we have collectively agreed upon and aligned ourselves with the values, there shouldn’t be any conflict. Our strategy and culture are meant to work hand in hand, moving forward together.
| MANU:
I resonate with what Neenu mentioned earlier. In my experience, I’ve never come across a situation where we had to compromise our values or culture for the sake of business goals. What really works well for any organization is a strong alignment between our business objectives and our values.
It’s crucial to have this alignment hand in hand. And in order for our business objectives to be aligned effectively, we need to ensure clear and transparent communication with the team. They should be fully aware of what our business goals are for the year or quarter, and how these goals are connected to our values.
By establishing this connection, we create a strong foundation for success. Let me give you an example from my experience. At KNOLSKAPE, one of our core values is “do epic stuff.” When we talk about doing epic stuff, it means going above and beyond your regular responsibilities. It’s about thinking, “What more can I do?” This could involve coming up with innovative ideas, supporting your team members, or collaborating with other teams. It’s not just about meeting the objectives for your own team; it’s about supporting others as well.
Another important value at KNOLSKAPE is growth. Growth holds a significant place in our organization. Now, when we talk about growth, it can have different meanings depending on the business function. For example, for the product team, growth might mean expanding the product pipeline and understanding the market’s current needs.
They strive to develop new simulations, products, or solutions that directly address the challenges our clients face. The key here is that there is a perfect alignment between our values and our objectives. This alignment ensures that there is no disconnect and everyone is working together towards the same goals.
We now move to the last question. How do you address cultural differences and ensure that the company's culture is inclusive of all employees? That is one. And what role can training and development opportunities play in supporting the company's cultural transformation?
| MANU:
The first step in addressing cultural differences and fostering inclusivity is for organizations to acknowledge that there might be a disconnect or differentiation. It could be due to inadequate policies or ineffective communication within the company.
Once this acknowledgement takes place, organizations can begin working towards bridging the gap. It all starts with promoting a culture of openness and communication. Employees need to feel comfortable expressing their thoughts and concerns. Additionally, it’s important for individuals to be aware of any unconscious biases they may have. This self-awareness is crucial for moving towards inclusivity.
The next step is to foster a sense of togetherness among employees.
The third aspect is establishing the right policies and practices. This is crucial for creating a cohesive and structured environment. Without clear policies and a code of conduct, there can be confusion and inconsistency in how individuals behave. Having well-defined policies helps shape the culture of the organization.
Additionally, training plays a significant role in promoting diversity and inclusion. Many organizations overlook the importance of providing awareness and education on these topics. It’s essential to have a structured training program that allows individuals to understand where they stand personally and learn best practices. This could involve bringing in external experts or professionals from different industries to share their experiences and insights on building an inclusive culture.
Overall, investing in training and establishing clear policies helps organizations move in the right direction and fosters a culture of inclusivity.
| NEENU:
While I missed this point earlier, you’re absolutely right. It’s crucial to not only create awareness but also to communicate the ‘why’ behind our values. As Simon Sinek famously says, “Start with why.” This is something we also practice in our organization.
For instance, our purpose is to give wings to the nation. When we communicate this purpose and explain why it’s so important, it becomes a powerful motivator for our employees. It goes beyond simply telling them what to do or how to do it. When they understand the bigger picture, the purpose behind their work, they become more invested in it.
If we only tell them to be passionately consistent or provide service from the heart, it might not resonate as strongly. But when we connect those values to our purpose, such as connecting remote locations, creating employment opportunities, and fostering growth in smaller towns and cities, it becomes meaningful to them. This understanding helps them truly embrace and internalize the values, aligning their behaviors accordingly.
When employees have a clear understanding of the why, it becomes easier for them to take ownership of the values and integrate them into their daily work. It becomes a part of who they are and how they contribute to our shared purpose.
Training is indeed the key when it comes to implementing values on a scale. Especially for organizations like ours with a dispersed workforce spread across 78 locations, it’s simply not feasible to physically reach each and every employee.
That’s where the concept of culture champions comes in. We can identify and train individuals who can serve as ambassadors of our culture. These culture champions will be equipped with the knowledge and skills to effectively cascade the values throughout the organization. They will play a crucial role in ensuring that the values are communicated and embraced in the right spirit.
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KNOLSKAPE is a global leader in experiential learning with a mission to help organizations and employees become future ready. Using a large award-winning portfolio of simulations aligned with 100+ competencies and cutting-edge talent intelligence, KNOLSKAPE produces stellar outcomes for more than 375+ organizations across 75 countries. Driven by research and thought leadership, KNOLSKAPE offers its products and solutions in a flexible subscription model powered by omni-channel delivery.
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