The very first strategic step was for the entire management team to realise the influence they had on the direction the company was heading. If Danske Bank were to move in a new and different direction, the entire management team had to be living this change as well. Otherwise, the entire plan would fail.
“We asked ourselves: ‘How do we work on delivering the right culture, the right people? It’s a question of defining what it is that we want to achieve. One thing that definitely drives the culture is leadership, and we need to work with what kind of leadership will drive us in the right direction. Another driver is the performance model: who are the heroes in the organisation, who do you celebrate, what are the success criteria? Both in terms of the standard KPIs, but also the more hidden success criteria. Also, we need to look at the people that we bring on board and the kind of capabilities they have. Are they all men in their 50s with suits and ties, or is it also people with different kinds of experiences who bring about a much more diverse and agile workforce?”
In order to reshape its operating model, Danske Bank did not necessarily need to go through dramatic cultural changes, explains Henriette. But what the company did have to do was to define what kind of culture it wanted to achieve, and then get down to detail on what elements were driving this particular kind of culture. In this case, the main drivers were the leadership, the performance model, and, not least, the people and how they were organised.