By Christina Johnson, EMEA Staff Writer
In a world where technology is king, many companies are looking at how it can help guide business culture. But for global health insurance and healthcare group Bupa, culture is the starting point for harnessing the power of technology.
Most organisations are aware that a strong business culture is pivotal for agility and sustained growth. Leadership and business values play a key role in developing culture as well.
With the impact and influence of technology, there’s no denying it’s a valuable force for cultural change. So, what role can the CIO and technology play in creating a space for culture and values to thrive?
While many companies may focus on the latest technology to create a vibrant culture, Bupa has a different perspective. Headquartered in the UK, the international company focuses on health insurance, healthcare services and aged care, with over 18.5 million customers globally.
Regardless of the size and complexity at Bupa, culture remains the starting point for technology design. Culture encompasses both employee and customer experiences, with the aim of optimising both aspects.
“When you are designing something tech-related, start with your customer – who might also be your employee – and the business environment,” said Sami Yalavac, CIO at Bupa Asia Pacific. “Think about their level of knowledge, capabilities and what they actually need.”
Our job is not delivering technology, our job is delivering the best experiences, both for the customer and our own people to do their jobs. Tech is just a vehicle for it.
Choosing technology with culture in mind
As Yalavac emphasised, technology should be introduced based on a need and purpose. Even if the purpose is to foster a thriving culture, one can’t simply think in terms of introducing the latest technology and hoping it will work its magic. Bupa is advocating a shift from ‘which technology?’ to ‘the problem I'm solving’, with a focus on the business cultural landscape.
“Our job is not delivering technology, our job is delivering the best experiences, both for the customer and our own people to do their jobs. Tech is just a vehicle for it,” noted Yalavac. This approach means that user-centric design principles are utilised in the adoption of technology.
A key example is the change in Bupa’s operating model. Rather than a function made up of teams that are specific to their expertise, the technology teams at Bupa are cross-functional and include testers, developers and designers.
The way people communicate is completely different based on their culture, whether they’re in Hong Kong versus England, Chile or Brazil. So, you have to design the technology based on how different demographics will utilise it.
The technology team works together with their business colleagues to roll out the product, learning from each other and making tweaks as they progress. “This way, more people are thinking about the customer employee experience on the ground, and then designing tech accordingly,” said Yalavac. Another factor to bear in mind is cultural differences within the same organisation. “The way people communicate is completely different based on their culture, whether they’re in Hong Kong versus England, Chile or Brazil,” Yalavac observed. “So, you have to design the technology based on how different demographics will utilise it.” He warns that careful thought must be put into the technology. The same solution might not work for different regions and their culture. Yalavac likens it to choosing menus around the globe for McDonald's.
“What they put in Chicago, India, Istanbul or Melbourne has to be influenced by how people eat and what they can eat versus what they can’t,” he said. “The same goes for technology, as many use it differently based on where they’re from.”
New isn’t always better
When it comes to technology, what’s shiny and new may not always be what works. “If people don’t understand how to use the technology, even the most advanced system is useless,” Yalavac said.
He cites one of Bupa’s experiences as a learning point. The aged care team based in New Zealand was on the hunt for a good telephone solution for customers. They introduced a state-of-the-art system with many best-in-class features and numerous functions like video conferencing.
As a team, think about what culture you want to have and how you’ll support it through your processes and technologies. I proactively work with my Head of People and we develop strategies to do so.
“However, our elderly customers couldn't even answer the phone. They didn’t know which button to push out of the 25 ones available, and they just couldn't call people,” recalled Yalavac. Eventually, Bupa replaced the product with a much more primitive model that was 10 times cheaper. “We learnt that you really need to understand your audience and their experiences,” reflected Yalavac. “It’s not about the best technology, but what fits your purpose.”
Keeping employees connected
Cultural shifts in working expectations also have to be factored in when deciding which technology to use. Since the beginning of the pandemic, Yalavac observed that a majority of employees expect a mix of remote and on-site working arrangements. “When we did surveys, we found that only a minority, around 5%, of employees wanted to come to the office five days a week,” he said. “So, we needed to think about engaging employees working from home.”
This is where technology plays a key role, with the need to design products that support and connect remote employees. Keeping employees connected is especially important for Bupa. After all, the company has over 500 working locations in the Asia Pacific region alone, such as optical stores and dental clinics. Its technology team also comprises employees from locations in five different countries.
As such, Bupa is intentional about connecting with employees beyond a transactional level. Even if it’s reaching out to them over a screen, the company organises activities and games to foster bonds. Also, providing health services like meditation sessions, one-to-one coaching and psychological support based on employees’ specific needs.
The CIO as a cultural change agent
Given the importance of leadership in establishing a strong business culture, Yalavac has some advice for CIOs looking to pave the way. “If you keep talking about the technology, KPIs and timestamps, nobody will believe you when you say that the customer and business culture is important,” he said. “It has to be consistent messages from you.”
One way to foster a thriving culture is by working in tandem with your CEO and Head of People. “As a team, think about what culture you want to have and how you’ll support it through your processes and technologies,” Yalavic advised. “I proactively work with my Head of People and we develop strategies to do so.”
His second piece of advice for CIOs is to act as a business leader, rather than a technology leader. Besides understanding the technology, you need to understand the customer and business. Give direction and attempt to resolve the problems of employees and customers.
Lastly, be an advocate for change within the company. “The definition of CIO is changing for me − it's no longer Chief Information Officer, but Chief Influencing Officer,” Yalavac said. “Once you know your company’s needs, influence your board and executive team to procure the right investments and solutions.”
Based on his observations, many CIOs aren't good advocates for what they need. Consequently, they can’t introduce solutions to benefit the company.
“If you can articulate their needs and how proposed solutions will benefit employees and customers then you will have a chance to attract funding. The most effective way to articulate these needs is letting culture, and how it relates to business and customers, guide you,” said Yalavac.
Act as a business leader, rather than a technology leader. Besides understanding the technology, you need to understand the customer and business.
