Page 41 - HKMA TA2020 Souvenir Programme

Excellence Award Special Award

“Culture Clicks, Culture Ticks” Best in Cultural Change
Bupa (Asia) Ltd. / Quality HealthCare Medical Services Ltd.

About Bupa and Quality HealthCare Medical Services Limited
Bupa is UK’s largest health insurer. In Hong Kong, they are known as the health insurance specialist. Bupa Hong Kong provides more than 3,200
corporates with corporate health insurance policies and has over 400,000 customers. Bupa also provides primary care services through Quality HealthCare
Medical Services (QHMS), one of Hong Kong’s largest private clinic networks. QHMS serves the community through a network of over 1,500 provider
service points in Hong Kong, including 120 self-owned multi-specialty medical centres. Both businesses shared a common purpose of “helping people
live longer, healthier, happier lives”.
Program Objectives
In 2018, Bupa and QHMS had a 5 years’ strategic vision pinned down – being the most trusted health insurer and provider to fulfil their shared purpose. In
this regard, their leadership team has announced a desired cultural shift against their vision & strategies. Their culture programme was therefore aimed
at strengthening their people’s awareness of the desired cultural attributes, uplifting their capabilities and engaging them to drive a more accountable,
collaborative, and continuously improving culture together.
Design and Implementation
The in-house culture programme was customized with sufficient stakeholder engagement especially when they shaped their contents, they heard from
their leadership team via the semi-annual Leaders’ Forum and from their people via employee survey and culture elevation sessions. The programme was
launched together with a self-developed “culture kit” which divided the whole culture journey into 5 stages. They had effectively implemented it with a
“Culture Clicks, Culture Ticks” approach:
• “Culture Clicks” – in parallel with the culture kit they landed the programme with a diverse range of interventions from awareness programme to

training and staff engagement initiatives. With these programmes, they effectively “clicked” their people at different levels across the organization.
• “Culture Ticks” – they made culture more visible by breaking down high level goals into realistic milestones & measures. Programme success was

therefore effectively tracked in the lens of customers, leaders and employees.
Measurement and Outcomes
Bupa and QHMS embedded the “Culture Ticks” box measures at different stages of their culture programme to assess the impact of the cultural change.
They attained positive changes in terms of customer satisfaction, risk management and employee engagement. Below are some of the key success
indicators they captured:
• Leadership & employee behavior changes – it was reflected that their leaders were able to walk the talk by demonstrating the cultural attributes

(indicated by 72% of culture survey respondents) and their people across the organization collaborated with each other more effectively (indicated
by 74% of respondents);
• Cultural awareness and employees’ engagement – 72% of respondents perceived their culture as “Succeeding” or “Stable”. Their internal employee
engagement score also increased by 10%;
• Customer experience & risk culture improvement – they tracked positive improvement in their Net Promoter Score (a customer loyalty measure) in
both insurance and health service businesses. It was also observed that their people had strengthened individual/team accountabilities on day to
day risk management.
In Bupa Hong Kong and QHMS, mapping the cultural change journey, communicating the reason for change and defining targets are just starting
points. With the “Culture Clicks”, they strengthened people’s culture awareness, engaged and prepared them for steering it. With “Culture Ticks” they
motivated everyone to live up with their cultural themes by connecting the organization more closely with their people and customers. Their culture
programme with its unique methodologies and implementation effectively joined minds together, bringing the team to a clear destination with vision
and determination.
Comments from Adjudicators
It was an all-rounded cultural change programme algined with corporate’s business strategy with clear and well-defined objectives for all levels of
staff in the company to achieve. The distinct yet cohesive transitional stages and phases of the programme tied back to the core cultural themes of
Accountability, Collaboration and Continuous Improving.
The programme was complimented on the design of an excellent set of metrics and innovative idea of “Culture Miles”, whereby success in the cultural
change relied also on a “bottom up” approach through a sustainable manner.
In view of the challenging environment, the programme was a manifesto to witness the power of cultural change with great support from the
management as well as engagement of employees and customers.

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