Q: Why do we need these four behaviours?
A: Our behaviours are a set of norms or principles that outline the Telenor culture; how we do things around here. They describe the culture as it is perceived internally and externally (based on comprehensive studies of culture and engagement in Telenor over years), but they are also in part aspirational. Some of the behaviours are intrinsic to Telenor today, others emphasize ways of working that we need to see more of to stay competitive. Rather than instructing people what to think, or publishing a comprehensive guide of do's and don't's, we believe in describing a common set of behaviours that should be reflected in every interaction with Telenor. For our customers, for our employees and for our stakeholders.
Q: Why did we choose these behaviours and not something else, like “always putting the customer first”?
A: Our behaviours are based in part on our heritage and our cultural strengths, and in part on what we need to become as a company and an organisation to stay competitive. Our customer focus is central to our purpose: "Connecting you to what matters most. Empowering societies." and the four behaviours are elements that all need to be present if we are to deliver on that expectation.
Q: We already had four key values, of which two are identical to the new behaviours (be respectful, keep promises). Why couldn't we just keep the old four values that everybody already knows?
A: Telenor's four behavioural values were developed as part of the Telenor brand in 2004, and described how we want to be perceived by customers. The basis of this identity still holds, but the digital world has moved on. Customers are and expect to be in control. They are to a lesser extent looking to Telenor as a guide and guardian in the digital world, and want to explore opportunities themselves - on their own terms. To help our customers get the full benefit of being connected, Telenor employees need to explore with them and collaborate for them. To emphasize this change in mindset and way of working, we've introduced two new behaviours to complement the two values that have now been turned into behaviours.
Q: What is our target? How will we know that the behaviours have been sufficiently adopted in the organisation?
A: Our target is to gradually transform Telenor into an even more innovative and learning organisation, where partnerships and collaboration - both internally and externally - are the norm. Behaviours will be used as a central measurement tool for the People Dialogue, and leaders at all levels are expected to demonstrate behaviours in communication and in action. Culture evolves over time, and behaviours are the elements that drive this evolution.
Q: What is the difference between purpose, behaviours and culture? How do I tell these things apart?
A: Telenor's purpose describes why we exist. It is not a measurable target, but an ambition and our "reason to get up in the morning". Our behaviours are a set of principles describing how we work and interact with each other and the world. Our culture is the sum of our behaviours and will continue to evolve.
