How NTT Data Prioritised Culture While Integrating Two Companies
In this episode of the HR Leaders Podcast, we are joined by Natalie Porter, Head of Culture and Employee Experience at NTT DATA UK. Natalie shared valuable insights on leading culture change and improving employee experience during a major integration of two large companies.
When NTT DATA acquired a mid-sized UK tech services firm, Natalie helped lead extensive research to understand the culture and daily work experience of employees. Some key takeaways from our discussion included how constant change during an integration can cause uncertainty and fear among employees. Natalie emphasized the importance of frequent communication to provide clarity and direction during such transformational times.
With new systems and processes after the integration, the company wanted to redefine and reinforce its culture and values. They engaged employees through surveys, idea-thons and more to inform this cultural evolution. Diversity, equity and inclusion is also a big focus. Natalie talked about educating employees, encouraging allyship and ensuring people feel psychologically safe to be themselves.
Furthermore, Natalie is excited about rebuilding connections among employees post-pandemic. She discussed how simple things like family picnics go a long way in bringing people together after such disconnected times.
Overall, leading culture change is complex, especially amidst other transformations occurring through an acquisition. Natalie demonstrated strategic yet empathetic leadership throughout the integration journey. I appreciated her insights on keeping employees engaged and crafting an exceptional employee experience during a time of great change.
The full conversation contains many more useful takeaways for HR leaders undertaking major change initiatives. Be sure to check out the episode!
Episode Highlights
How frequent, transparent communication provides clarity and direction during an integration when uncertainty is high
Engaging employees through surveys, idea-thons and events helps redefine culture and values for the new combined organization.
Coordinating various initiatives across communication, DEI, and rebuilding connections requires strong cross-functional alignment
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🎙️ Automatically generated Podcast Transcript
Natalie 0:00
I don't think people realise how complicated it is to work on people initiatives, communication, even the amount of time that goes into a good communication plan. It takes a lot of time. It takes a lot of input to get it right. You can't just change direction and expect 2000 people to follow you the next day.
Chris Rainey 0:26
Natalie, welcome to the show. How are you?
Natalie 0:28
I'm great. Thank you. How are you? I'm good.
Chris Rainey 0:30
Yeah. Nice to see you
Natalie 0:33
Busy. Interesting. Fun. traumatic, tiring, exciting.
Chris Rainey 0:39
Yeah. Well, you made it here. I know, you barely made it here to the studio. But you made it here at least.
Natalie 0:45
Yeah, I have to admit, I live in London, and I work in London. So I don't, I don't get out
Chris Rainey 0:50
the outskirts of
Natalie 0:53
the mile, we did a little excursion.
Chris Rainey 0:58
Before we jump in, tell us a little more about you personally, and your journey to where we are now. So for me,
Natalie 1:03
I think when I when I look back on my career, I feel pretty lucky. It's evolved. Naturally. I started off with you can't tell in Australia, accent worked all over Australia, most of the major cities and states America, I worked in Qatar, all over the UK in all of those areas, focusing on people. So started off in org development, learning and development moved into change management. And now with a real focus on culture and employee experience. Yeah, because I think which is a, you know, an evolution, again, of those kinds of roles, working externally as a consultant and now focused internally for the last two years on integration up to major big global companies moving into a permanent role. And employee experience
Chris Rainey 1:55
for the audience. You so you worked internally as a consultant for entity beforehand? Yes. selling, selling the products and solutions or delivering,
Natalie 2:03
delivering as a change consultant. Yeah, as part of like digital transformation or smarter working quite a range of things.
Chris Rainey 2:11
And now you're doing that internally? Yes. Interesting. What do you think? Do you think that the things that you've learnt lessons that you've learned from doing that outside, helping you in this new role internally,
Natalie 2:21
the main thing is to listen for me? So I think, you know, people are extremely complex, we can't make assumptions about our business, our people are thinking experiencing, and it's constantly changing. So you know, I can I can take what I learned from working on clients, and how hard that can be, and you know, what you put yourself through to deliver, and I can help people who are trying to support those people in the business understand that. And I think that's why I keep going out and coming back in because that constantly changes.
Chris Rainey 2:53
So many leaders I've had on the show that have had a similar journey, and it's so valuable that you have that those different points of view. Yeah, and kind of how they intersect, and you really understand the business Good, you've delivered it
Natalie 3:06
well, and I found recently with a lot of the projects that have been doing about, you know, we did a lot of research about employee experience and the culture in the organisation while we're doing the integration. And, you know, we're really, like, we've changed our, our whole structure, our all of our processes, all of our it all of our delivery mechanisms. And what's been useful is I've been able to push back and go, that won't work, you know, these people live this experience, if you do that, they will just reject it. Or they will love you and eat everything up that you're doing right now. So that I hope has been helpful for the team.
Chris Rainey 3:42
It was this a new role that was created specifically to help with that integration.
Natalie 3:46
It was kind of born out of it. Okay, you know, we're we're a midsize company in the UK and Ireland, about 2000 people and companies are starting to realise that in culture will happen anyway. But actually, if you want to take hold of it, drive it, you can create a much better culture. And the word I will keep saying today experience for the people. So as part of the integration, we just wanted to see what the real world was what was the daily experience of the people. And so we did a lot of research, we did competitor analysis, we developed personas, we did lots of surveys, one to one we did like an idea THON, really to establish a baseline, but what people were thinking how they were feeling what they kind of thought of the future. And then we said, Okay, now we've got all the information, we're gonna have to do something about it. They went, let's have a team and oh, okay,
Chris Rainey 4:43
so that's when it was born. Yeah. So what were the main things that you heard back and that you learned from the research that you're now working on?
Natalie 4:49
There were two things, of course, because we had an integration. There are a lot of people who'd been through, you know, a lot of waiting around key decisions. integrations are hard on people, you know, the constant change the changing of teams and managers. And, you know, do I want to be part of that organisation? I've heard this. So there was a lot of that we had people were a little bit scared uncertainty. Yeah, the uncertainty brings fear for some, some people, not me love it, which is why I do my job, I guess. And the other thing was, because we had changed processes, and the organisation structure and systems, we kind of needed to remind ourselves what we wanted to be as an organisation. So we've done a lot of work. And we're now that we're starting to the dust is settling, we're two months away from the final part of the integration, the final systems, we're really starting to focus on what we think of as important. So we're often told that as an organisation, people like working with us, because we're like, real people.
Chris Rainey 5:57
Good comments or compliment? How do I take this?
Natalie 6:00
Like, we just become part of the team? Yeah, actually, it's, it's our secret sauce.
Chris Rainey 6:05
Do you think like, how do we define that? How do we Yeah, how do we not
Natalie 6:08
lose that people just really like the people that they're working with. And they feel that no matter what they want to get involved with, if they just step forward and want to have a go, that they can, we're focusing on the hearts and minds, which is my favourite bit,
Chris Rainey 6:22
have you kind of come up with a new purpose statement or mission values
Natalie 6:27
just before COVID. And before we started to integrate, we did a lot of work on what we sort of see as the purpose in our organisation. So creating exceptional together is something that we all worked on. And, you know, I thought that was a good summary of how we want to work together, we want to create, we want to, you know, be innovative and exciting and, and the work needs to be at a great level, which is the exceptional. And together, we're all about, you know, long term relationships, supporting each other being a strong team. And then that's supported by our values, which are, you know, clients first, teamwork and foresight.
Chris Rainey 7:03
So just a few things you're working on.
Natalie 7:04
I know. I'm like, give me more, give me more. But the thing that I'm loving is that there is the appetite for oh, there is okay, great leadership, a keen to make things better. The people are excited about actually moving on, and just being able to do their day job without integration, and doing some of the more exciting things that come with, you know, culture.
Chris Rainey 7:29
Yeah, this all sounds amazing, but I'm sure it you know, it's not easy for people listening, what sort of the biggest challenges that you've had to overcome.
Natalie 7:38
A big thing for me is, you know, working in a technology organisation advisory tech is that I don't think people realise how complicated it is to work on people initiatives, communication, even the amount of time that goes into a good communication plan, or, you know, communication strategy, or actually getting cohesion between all the initiatives that help you deliver on a culture, it takes a lot of time, it takes a lot of input to get it right. You can't just change direction and expect 2000 people to follow you the next day. Because you're not only trying to not control but guide what's happening in your organisation. But you've got all the external forces that come into play as well. You know, at the moment, things like remote working, you know, I think we're still trying to pivot with all the changes are
Chris Rainey 8:27
out what works for your organisation? Yeah.
Natalie 8:31
The world is changing, and we're trying to fit in there.
Chris Rainey 8:35
It's interesting. You say that, right? Because not only are you dealing with the internal forces, you're also having to balance the external forces, which are out of your control, as well. So it's not just it's not just dealing with a change in integration. It's also managing, yeah, the global economic challenges as well.
Natalie 8:52
And you know, last year we were we we had a massive growth spurt. We were recruiting a lot of people this year, it's, you know, the way the world is kind of changed. People are saying, are we going to continue doing that? Or given the change? What's the appetite? If the market is changing? It's not as hot as it was, you know, what does that mean for people wanting to stay? Go attrition? Are people more likely to stay longer in organisations now that, you know, the market isn't there? Which would be great. We're definitely looking at ways we can get people to stay longer, or how can we develop them? What are
Chris Rainey 9:32
some of the projects you're working on right now that you're really excited about?
Natalie 9:34
One thing that we're doing that is a little bit different is I mean, like a lot of companies now we actually have a huge focus on diversity, equity and inclusion. We hired someone in specifically to look at it but the best thing is that she actually sits on our leadership team so reports directly into our CEO, there is quite a spotlight on it. I'm much more so on the inclusion side and I think that links a lot to what I'm doing for me coming to work being who you are feeling comfortable. And, and actually, the embracing that diversity for me is what makes organisations shine, especially I think in a tech organisation like we are the future, we have to be dynamic. And we have to reflect the communities that we are part of
Chris Rainey 10:23
the context. struggled a lot. Yeah, in your space, especially with diversity.
Natalie 10:27
Yes. And my whole history, you know, I've worked in banking, finance, trading, you know, all of those industries have really struggled, you know, taking care of the pipeline, getting people in is one thing, but making sure that when they come in that they, you know, they don't feel, you know, different. Because actually, we're, you know, we're all different. Yeah. And that's one thing I like about my company is, I think of myself as a little bit different at times. And that's why I've stayed, I've stayed the longest probably in this job than I have in any other job. Because you feel
Chris Rainey 11:00
like you can be yourself. Yeah. So how are you dressing in a practical sense? Like, what are some specific things you're doing?
Natalie 11:05
So a lot of what we're doing in our organisation is making sure that we've got the foundations, right. So we're really looking at all of our policies, where we're looking at the lifecycle of an employee, but also how do we work with clients? So how do we deliver operationally make sure that, you know, first of all, how we operate is clear, inclusive, and that people feel they can fit in? In that sense. I mean, we also have, you know, a lot of networks, which are all community driven. So, you know, we have LGBT plus, we have a culture and ethnicity work, and we have lots of other networks, that they're all driven and supported by the business, but driven by individuals who just really care and excited and, and we're constantly connecting in with other like charities and organisations externally to the festival, just educate, as well. So a lot of people, especially with our neuro diversity work, a lot of people just didn't really understand what that meant. So first of all, education, then involvement, understanding what true ally ship is, and then an organisation that makes people feel safe
Chris Rainey 12:16
things also as well, like it's important. In some companies, like, I feel like, people don't feel like the eyes for them. Yeah. And I'm saying is for everyone, if that makes sense?
Natalie 12:26
Well, I mean, we feel connected to things we know and are interested in. So I naturally would, you know, maybe join a Women's Business Network, which we have a network for that. But often when I talk to other people in the organisation, they're like, Oh, I didn't, I thought it wouldn't just be for women. Were like, no, no, it's all about getting people to understand the topic. And you know, what's on the agenda and, and stuff like that. And then it's like, what did they choose? Because there's a lot of topics. Yes, sure. I can get interested in and you know, they're just trying to do their day job.
Chris Rainey 13:00
I think one of the misconceptions when it comes to the mergers is that this is like, a four or five month project. Yeah. Yeah, you because you said to me, you know, it's been three years on this. What advice would you give to lead us? Perhaps never been on a journey like that of both, but also personally, because I'm sure it's a lot of stress and challenges as well, what advice would you give to them?
Natalie 13:25
It's more complex than you know. Sorry. So this week, we've been going over cutover, which is, you know, the the it term for all of the different dates and things that need to happen. So we can switch off systems and switch onto systems and the complexity around it is huge, because you're talking about finance, you're talking about people, you're talking about operations, all of these things have to match up, your processes have to change to reflect. And then you've got all the work happening behind the scenes just to make those new systems work. And I think the more you can understand your target, operating model, your future target, operating model, your current, and then really working through the detail and the journeys to get there to match that gap. That's the best thing you can do.
Chris Rainey 14:17
Yeah, because every single one of the things that you mentioned impacts the employee experience. Yes. If I've been working on a particular CRM for the last five years, and now I'm having to move over to this new system, that's gonna affect my daily. My experience,
Natalie 14:33
really wants to do like compliance training or process training. Surely some people but like, I just want to do a good job. Yeah.
Chris Rainey 14:43
What are you most excited about moving forward? Obviously, you're kind of free years in. You said you're close to the end of the I don't know when is an end of the transformation.
Natalie 14:54
This is it right? I was writing some comps this morning. And I'm like, this is the end of a long journey. I had to say, but it's the start
Chris Rainey 15:01
of a new store another journey.
Natalie 15:05
For me, it's like wait, you know, I get so I love, like digital transformation and getting people into new systems and processes is great and very important. I'm super excited about the work that we're going to do around our values and getting people excited about creating exceptional together starting to bring back some of the things that we removed during COVID as well, like next year, maybe we're going to have a big family picnic. You know, just I'm looking forward to connecting more and get and making people connect in our organisation.
Chris Rainey 15:37
That's kind of one of the things that we lost over the last couple of years, right, that glue that connective tissue, that technology can only do so much. You mentioned the picnic we used to do, we haven't you just reminded me, we need to do this. Actually, I write a note after this. One of the things we used to do is, once every quarter like everyone in the team would bring in sort of food to represents their culture, yes. And we'd have a big feast, and you try different foods and drinks and even desserts you'd never heard of, and we created this really great bond. I said a lot with the team. We haven't done that, since the pandemic and it just we just lost that.
Natalie 16:14
We want to talk to each other. We just don't always know what about. And I think some of those events give you knowledge about each other beyond that project you're working on. So that's and that there's always so much important support around things like policy guidelines, processes, and yes, I'm working on them. And they're very important. And, you know, mapping the journeys. The other side for me is actually some of the things that people think is the fluff, which actually is the thing that really Bond's people, like, have we get culture and ethnicity network did something similar? And I loved it. And yeah, I can talk to people about different things. And I've also started cooking different things in my life because of that.
Chris Rainey 16:59
Yeah, it's like interesting how soft skills have now become, as Jesperson calls it the power skills. Yeah. So those are the things that those those are the things that in the past you saw as fluff, you still use words like fluff and describe it right? I don't even like the word soft skills now because it also has sort of been tainted, as well. But those are the things are really mad that really make the difference.
Natalie 17:22
They always have Yes. come full circle again. Oh, yeah. We didn't talk about like that, you know, the meeting before the meeting and all those kinds of things. Yeah, even in the old old days. Yeah, the way people behaved. Yeah, you might have got away with a few, a few things. But you know, how you treated people how you worked was always important. It's now you're just allowed to talk about
Chris Rainey 17:44
off as a good place to end actually, because like we kind of went full circle from the beginning, because a lot of what we just described is really part of this journey that you've you've been on then all delivering elements, part, the ingredients to make up this role that you're in now. And I appreciate you coming on sharing your journey and I wish we will wish you luck on the new journey because it's never ending that you're gonna be on. We'll do a part two, you can come back and give us
Natalie 18:12
I'll tell you how well it went where you went wrong. Definitely not. I can tell you all about my new job, which I'm I mean, I'm already working part of it. But I'm so excited.
Chris Rainey 18:23
Yeah, amazing. wish all the best until next week. Thank you
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