Jaclyn Lee Dr (Singapore University of Technology and Design, Singapore)

Accelerating Organisation Culture Change

ISBN: 978-1-78973-968-8, eISBN: 978-1-78973-965-7

Publication date: 23 January 2020


Lee, J. (2020), "Prelims", Accelerating Organisation Culture Change, Emerald Publishing Limited, Leeds, pp. i-xxi.



Emerald Publishing Limited

Copyright © 2020 Emerald Publishing Limited

Half Title Page

Accelerating Organisation Culture Change

Title Page

Accelerating Organisation Culture Change

Innovation through Digital Tools

Dr Jaclyn Lee

Singapore University of Technology and Design, Singapore

United Kingdom – North America – Japan – India Malaysia – China

Copyright Page

Emerald Publishing Limited

Howard House, Wagon Lane, Bingley BD16 1WA, UK

First edition 2020

Copyright © 2020 Emerald Publishing Limited

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No part of this book may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the publisher or a licence permitting restricted copying issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright Clearance Center. Any opinions expressed in the chapters are those of the authors. Whilst Emerald makes every effort to ensure the quality and accuracy of its content, Emerald makes no representation implied or otherwise, as to the chapters' suitability and application and disclaims any warranties, express or implied, to their use.

British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-1-78973-968-8 (Print)

ISBN: 978-1-78973-965-7 (Online)

ISBN: 978-1-78973-967-1 (Epub)


To my husband, Moon Chong, and my children, Michael, Amy, and Matthew.

List of Figures

Figure 1.1 The Future of Jobs.
Figure 1.2 What Is Really Happening.
Figure 1.3 Ranking of Singapore in the Automation Readiness Index.
Figure 2.1 The Eight Steps to Culture Change.
Figure 4.1 Architecture of CATM.
Figure 4.2 Competing Values Framework (CVF).
Figure 4.3 The Action Design Research Model.
Figure 4.4 Organisation-dominant BIE in the CATM Project.
Figure 4.5 Design Iterations.
Figure 4.6 Process Flow for Enabling Group Discussion on Culture Change Using CATM.
Figure 5.1 Entire Process Flow of the OCAI Survey.
Figure 5.2 The Initial Message from the First and Founding President of SUTD.
Figure 5.3 Process Flow for Enabling Group Discussion on Culture Change Using CATM.
Figure 5.4 Participation Rates.
Figure 5.5 Total Number of Participants.
Figure 5.6 Results of Organisational-wide OCAI.
Figure 5.7 OCAI Graph for Senior Management Group.
Figure 5.8 Results of OCAI Graph for Staff Group.
Figure 5.9 Results of the OCAI Survey for Faculty.
Figure 5.10 Results of the OCAI Survey for Students.
Figure 5.11 Estimated Mean Scores of Each Category on Current Culture.
Figure 5.12 Estimated Mean Scores of Each Category on Desired Culture.
Figure 5.13 Estimated Means Score of Each Region on Current Culture.
Figure 5.14 Estimated Means Scores of Each Region on Desired Culture.
Figure 5.15 Usefulness of CATM.
Figure 5.16 Ease of Use of CATM.
Figure 5.17 Ease of Learning CATM.
Figure 5.18 Overall Satisfaction with the CATM.
Figure 5.19 Balloons Adorning Family Day 2019.
Figure 5.20 Miss Evelin Tay – Associate at ASD Pillar.
Figure 6.1 Mr Tan Tse Yong.
Figure 6.2 Results of Overall Culture Survey for FITLION.
Figure 6.3 Results of Digital Brainstorming Session 1.
Figure 6.4 Results of Digital Brainstorming Session 2.
Figure 7.1 Talent Market and Work Arrangements.
Figure 7.2 Dr Jovina Ang.
Figure 7.3 The Four Key Values of Digital Culture.

List of Tables

Table 1.1 Algorithm Wave, Augmentation Wave, and Autonomy Wave.
Table 1.2 In Demand Skills in AI, Automation and Technology as of 2019.
Table 4.1 Group Process Losses.
Table 4.2 Key Findings from Group Processes (Intervention Studies).
Table 4.3 Components of a Design Theory for Managing Risk as Illustrated in Software Development.
Table 4.4 Summary of the ADR Process in the Culture Acceleration Tool and Methodology (CATM).
Table 4.5 Methodology for Software User Testing.
Table 5.1 The Vision and Design of SUTD Contrasted with Those of Traditional Universities.
Table 5.2 Percentage Distribution of Nationality of Participants.
Table 5.3 Length of Service of Participants.
Table 5.4 Results with Respect to Efficiency.
Table 5.5 Reliability Results.
Table 5.6 OCAI Numerical Results for Overall Culture.
Table 5.7 OCAI Scores for Senior Management Group.
Table 5.8 OCAI Results for Staff Group.
Table 5.9 OCAI Results for Faculty.
Table 5.10 OCAI Scores for Students.
Table 5.11 Summary of Current Cultural Dimension as Perceived by Different Stakeholder Groups.
Table 5.12 Summary Table Outlining the Desired Cultural Dimension for Different Stakeholder Groups.
Table 5.13 The Six Dimensions of Culture.
Table 5.14 Perceptions of the Six Dimensions of Culture by Different Stakeholder Groups.
Table 5.15 Table of Change Ideas from Staff (In Verbatim).
Table 5.16 Table of Change Ideas from Faculty.
Table 6.1 Dimensions of Culture.


After completing my PhD in 2015, I wondered what was next for me. Should I just place the Doctoral Certificate on a shelf and dust if off every few years? I knew that was not what I wanted. After a few months of deliberation, I decided I should use my knowledge to help make a difference to the industry and to the profession in which I work.

I started writing columns on LinkedIn and also began sharing the results of my PhD work at conferences. The more I wrote, the more people gravitated toward my words and my sharing. Soon, my LinkedIn followers increased substantially and many Human Resource (HR) professionals, students, and mid-career professionals began approaching me seeking advice on their careers, as well as professional advice in the areas of HR, Data Analytics, Organizational Development (OD), and Culture. I also began working with many Small to Medium Enterprise (SME) owners to help with their culture transformation journeys.

A full four years after my Doctorate on Digital Culture Change, I've garnered many new experiences from these interactions and decided to put my ideas together with my research into a new book called Accelerating Organisation Culture Change.

This book contains elements of my research as well as experiences I've gained along the way, together with interviews and insights from CEOs and other seasoned professionals with whom I've interacted over the years.

I hope you will find this an inspiration, and the sharing will help you in your culture transformation journey.


This book is the result of my research and work in the area of digital tools for culture change. Many people made this research and book possible and I would like to acknowledge and thank them for their guidance, coaching, support, and wisdom in the process.

Firstly, I would like to thank Professor Kuldeep Kumar who has been my inspiration in doing this work. He spent tireless evenings working with me and guiding me in my research and I learnt so much from him. Professor Jos Hillegersberg, who is my other promoter, is someone I am forever grateful for giving me the opportunity to enroll in the University of Twente as a PhD candidate and for teaching me all I need to know about ADR.

Others who have made this book possible are my HR team at SUTD, particularly Adeline Wang and Sharon Yeo, who worked tirelessly with me throughout the years to test out the digital toolkit and made it work.

Lastly, my grateful thanks to Professor Thomas Magnanti, President Emeritus of SUTD, who gave me support for this research and Professor Chong Tow Chong, my current President, who encouraged and gave me the room to experiment within SUTD.