Leadership seminar with aAdvantage Consulting 10 September in Singapore. A shared presentation by Vincent Ho (aAdvantage) and Tor Eneroth (Barrett Values Centre).
18. Interactive Activity 1: Current Culture
Bureaucracy
Blame
Control
Long hours
Short-term focus
Confusion
Teamwork
Open communication
Care
Profit
Cost consciousness
Financial stability
Company 1
Company 2 Company 4
Company 3
24. Volvo IT
26
Culture - 2010
“…The decisive factor is and
will remain corporate culture.”
September 2003
“…The key to our competitiveness
lies in our corporate culture.”
December 2006
Volvo Group CEO’s view
25. Volvo
Culture - Tor Eneroth, 2010
Human Systems
A whole system approach calls for actions in all four dimensions at the same time.
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competence
Behaviour performance
Structures and system
Products, equipment etc
Bottom line results
Leadership
Co-workership
Personal maturity
Guiding values
Attitudes that limit
Shared strategic vision
Source: K Wilber
Environment
26. Volvo IT
Culture - 2010
Impact of Volvo IT Culture 2000 - 2010
Improved more than 30%
Customer Satisfaction
ESI 90% last 5 years
Employee Satisfaction
From 55 to 90%
Delivery Precision
Best in branch (IT)
Attractive employer
27. Volvo IT
Culture - 2010
The Volvo IT Culture Journey… so far!
2000 2004 2008 2010
Grow ONE Company –
the Volvo IT Identity
Grow Customer Focus –
applying values in operations
Ensure Resilience –
Culture in Downturn
- Build a company with one
culture, uniting people with
different backgrounds
- Build awareness &
understanding of culture
- Apply our values in our work
with customers, make sure
we live our values
- Build awareness &
understanding of culture
- Work with trust to decrease
loss of faith and commitment
in turbulent times
- Maintain customer/ delivery
focus
- Build awareness &
understanding of culture
Realise Strategy –
Culture as an Enabler
- Emphasize the connection
to our new strategy and the
requirements it poses on
our culture and brand
- Focus on making culture
an enabler for expected
business benefits
- Build awareness &
understanding of culture
28. Investments in our Culture pays back!
>500 Culture Ambassadors
to facilitate and support
“Dedicated and persistent work
with our wanted
culture is one of
our most critical
success factors”
Visible Results
Customer Satisfaction 60 to 90%
Employee Satisfaction ~90%
Owners Trust Low to High!
Delivery Precision 55 to 90%
Attractive Employer Best in Class!
Systematic Approach
>100 tools and
methods for
active dialogues
and reinforcement
Consistently
Shared
Mission,
Vision
Values
29. Volvo IT
Culture - 2010
Many Transformation “Tools”
Exercises
The Volvo Way (new)
Fortune Magazine
Vision 2015 – Magnitude of Change
The Purpose of Our Team
Core Motivation & 4 Why’s
Personal Values Exercise
Wanted “Fingerprints”
Mapping Personal and Core Values
4 Key Consistency Questions
Personal Audit
We Are Going on Record
Our Culture Build up Journey
Complaints –We love them!
Raving Fans
Daily walk the talk
ValueMaker
Values in Projects
Values in Customer Relations
Values and Ai
Trust
GlobeSmart Intro
Approaches (How to make value based...)
Decision making
Recruitment
Introduction of employees
Appraisal Discussion
Salary Setting
Methods
Skilful Discussion
Effective Feedback
Conflict Resolution
Learning Style
Creative Mind
Individual/Team Reflection
Measurement and Follow up
• Denison Culture Survey
• Our Walk the Talk Assessment
• Customer Satisfaction Surveys
• Culture Values Assessment
• Volvo Attitude Survey/Team Barometer
• Strategic Behaviour Quiz
Intercultural Communication
• GlobeSmart TM
Recognition, Rewards and Celebration
• Golden Touch Award
• 1001 ways of R&R
Reinforcement Material
• Pocket books
• Pocket cards
• Posters
Support
• Books
• Articles
• Videos
• Web sites
• Slides
• Consultants
• Culture Ambassador TeamPlace
30. Volvo IT
33
Culture - 2010
How to Make
Value-Based Decisions
1 Evaluate information available.
2 Consider how your decisions might affect
stakeholders.
3 Consider what values/behaviors are relevant to the
situation.
4 Determine the best course of action that takes into
account relevant values and stakeholders’ interests.
Make sure your decisions leave the right “mental
fingerprints” in the minds of your stakeholders.
31. Volvo IT
34
Culture - 2010
Appraisal Discussion – “Living the values”
Make sure you align to
wanted culture and
behaviour in the
performance reviews
32. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
35
Fear and Distrust Block our Full Potential
1. bureaucracy (L)
2. caution (L)
3. customer collaboration
4. experience
5. short-term focus (L)
6. hierarchy (L)
7. internal competition (L)
8. results orientation
9. customer satisfaction
10. cost-consciousness
11. information hoarding (L)
1. honesty
2. respect
3. adaptability
4. humour/fun
5. co-operation
6. reliability
7. accountability
8. compassion
9. family
10. fairness
Personal Values Current Culture Values
33. Whole Human System
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competence
Behaviour performance
Leadership
Co-workership
Personal maturity
Guiding values
Attitudes that limit
Shared strategic vision
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
Structures and system
Products, equipment etc
Bottom line results
Personal DesiredCurrent
34. Review of Potentially Limiting Values - Description
Potentially
Limiting
Values
Definition
How do WE define this value?
Culture
How does it look like/appear
in our daily work situations?
Preventive actions
What actions can we* take to take out this limiting value?
*) ME personally, WE as a group and the
COMPANY/Management?
Caution
No risk taking
No stretch
Both a personal- and a
team behavior
Lean organizational
set up – not
overspending
regarding resources
Not stating how good we
are or someone is – low
profile.
If we are not 100% sure,
we would not do it.
Too self critical, which
hinders you from taking
action.
Afraid of making
mistakes.
Avoid conflicts.
Don’t dare to say what
you see and think or feel.
We don’t always share
the problems, so I don’t
bring my problems to the
team and vs.
If I bring up my problem I
have to follow it up, so I
don’t bring up.
Slow in taking action on
decisions taken.
We don’t stretch our
budgets – we want to
make sure we can reach
our targets.
(ME) Bring your problems to the team and
use the team to solve them, and follow it up.
Bring your possibilities and opportunities to
the team as well.
(COMPANY) Our defined responsibilities is
to too individual and not shared within the
team. We need to define our shared team
responsibilities by clear targets. Not only as a
target as a sum of all sites.
(ME/WE) Every member of the team should
feel responsible for the problem that are
brought to the team.
(WE) Make our team profile more clear to our
stakeholders.
(ME) Be more challenging (in our team and
outside the team?)
(ME) Talk and share what we are good at
more (proven by benchmarks) and be proud
of it!!
(ME/COMPANY) Be prepared to take risks.
Bring up specific situations regarding
potential risks in the RMT.
36. Free our Full Potential – The Korea Story
1. open communication
2. professional growth
3. customer satisfaction
4. balance (home/work)
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfillment
12. global perspective
13. shared values
1. family
2. enthusiasm
3. personal growth
4. responsibility
5. performance
6. health
7. open communication
8. efficiency
9. financial stability
10. balance (home/work)
Personal Values Desired Culture Values
PLAN
38. VOLVO IT Korea Culture Transformation Story
PL= 10-0 | IROS (P)= 2-2-7-0 | IROS (L)= 0-0-1-0 PL= 12-0 | IROS (P)= 0-4-8-0 | IROS (L)= 0-0-0-0 PL= 13-0 | IROS (P)= 0-6-7-0 | IROS (L)= 0-0-0-0
1. global perspective
2. customer satisfaction
3. open communication
4. cost-consciousness
5. diversity
6. goal orientation
7. long hours (L)
8. result orientation
9. shared values
10. customer collaboration
11. experience
12. responsibility
1. open communication
2. global perspective
3. customer satisfaction
4. information sharing
5. balance home/work)
6. organisational growth
7. cost-consciousness
8. continuous learning
9. co-operation
10. professional growth
11. reliability
12. teamwork
1. open communication
2. professional growth
3. customer satisfaction
4. balance (home/work)
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfilment
12. global perspective
13. shared values
Current 2007 Current 2008 Desired 2007
PLAN
Matches 7
Current and Desired
Volvo IT Korea Transformation Journey
Matches 4
Current and Desired
39.
40. From CVA to Action
1
2
34
5
6 Values Assessment
Share results and start dialogue
Prioritize
key focus
values
Explore key values and behaviours
Create Culture Development Plan
Live the values and grow the desired culture
43. 46
Majlis Ugama Islam Singapura
(Islamic Religious Council of Singapore)
Majlis Ugama Islam Singapura (Muis)
Established in 1968 under AMLA
(Administration of Muslim Law Act)
A Statutory Board of the
Ministry of Culture,
Community and Youth (MCCY)
44. A Gracious Muslim Community of Excellence That
Inspires And Radiates Blessings To AllVISION
To work with the community in developing a
profound religious life and dynamic institutionsMISSION
Integrity
Consultative & Inclusive
Transformational
VALUES
Vision, Mission, Values & Strategic Priority
45. Results & Progress
• Improve team collaboration and cohesiveness
• Better demonstration of desired behaviours by staff
and management
• Better resource allocation reducing workload
• Holistic interventions programmes
• L.O.V.E – increase common language
• Development of Competency Framework
48. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
51
Barrett Values Centre – Vision, Mission & Values
49. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
54
wwww.valuescentre.com/pva
50. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
55
51. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
56
52. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
57
My 3 personal values
1. Choose your 3 most important values…
2. Why are they important for you?
3. Are they seen in your behaviour?
4. Share with a friend…
53. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
58
Our values reflect our focus
Values show our energies and is the base for our decisions!
Inclusiveness
Positive
Potentially limiting (L)
Individual (I)
Relationship (R)
Organisational (O)
Societal (S)
Common good
Transformation
Self interest
Service to humanity
Making a difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Finance
External Relations
Fitness
Culture
Societal Contribution
Evolution
Spiritual
Mental
Emotional
Physical
54. Origins of the Cultural Transformation Tools
Growth Needs
When these needs are fulfilled they do not
go away, they engender deeper levels of
motivation and commitment.
Deficiency Needs
An individual gains no sense
of lasting satisfaction from
being able to meet these
needs, but feels a sense of
anxiety if these needs are not
met.
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
Self Actualization
55. Maslow’s Needs to Barrett’s Consciousness
Need s Con s ciou s n es s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
57. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
63
Make the invisible visible!
1. Please select ten of the following values/behaviours that
most reflect who you are, not who you desire to become.
2. Please select ten of the following values/behaviours that
most reflect how your organisation currently operates.
3. Please select ten of the following values/behaviours that, in
your opinion, are essential for your organisation to be a high
performance one.
Three Questions:
~80
personal
values
(tailored)
~90
organization
al
values
(tailored)
58. Placement of Values by Level
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4. goals orientation (46)
5. knowledge (43)
6. creativity (42)
7. productivity (37)
8. image (L) (36)
9. profit (36)
10. open communication (31)
10
42 5
7
9
6
8
3
110
Current Culture 100 Employees
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
59. Volvo IT
SMM Fourth Step – 27 May 2010
65
Volvo IT Senior Managers (104)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-8-0 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2
CC - DC 4
PV - DC 5
Health
Index (PL)
PV: 10-0
CC: 10-0
DC: 10-0
1. commitment 61 5(I)
2. trust 48 5(R)
3. honesty 43 5(I)
4. cooperation 42 5(R)
5. respect 42 2(R)
6. humour/fun 41 5(I)
7. accountability 32 4(R)
8. integrity 32 5(I)
9. openness 30 5(R)
10. courage 29 4(I)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. global perspective 48 3(O)
2. cost-consciousness 43 3(O)
3. customer
collaboration
38 6(O)
4. commitment 36 5(I)
5. customer satisfaction 32 2(O)
6. challenge 31 4(O)
7. professionalism 29 3(O)
8. cooperation 28 5(R)
9. results orientation 26 3(O)
10. financial stability 24 1(O)
1. global perspective 38 3(O)
2. customer
collaboration
37 6(O)
3. trust 36 5(R)
4. commitment 34 5(I)
5. professionalism 33 3(O)
6. accountability 32 4(R)
7. continuous
improvement
32 4(O)
8. humour/fun 32 5(O)
9. respect 28 2(R)
10. innovation 26 4(I)
Values Plot Copyright 2010 Barrett Values Centre May 2010
61. Volvo IT
Volvo IT Strategic Focus Areas 2010 - 2012
Current Culture Values Desired Culture Values
Finance Finance
Fitness
Client
Relations
Evolution Culture
Societal
Contribution
Societal
Contribution
Volvo IT Management May2010
62. Distribution of Values by Level
Current Culture 100 Employees
11%
1
2
3
4
5
6
7
Cultural
Entropy
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
64. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
71
The Impact on Performance
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008
65. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
72
Low Cultural Entropy Leads to High Financial Returns
Entropy Level 3 Year Revenue Growth %
<10% 32.87%
10% – 19% 24.90%
20% – 29% 11.39%
>29% 11.07%
Research carried out in 163 organisations in Australia by Hewitt Associates
and the Barrett Values Centre in 2008.
66. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
73
13%
5%
13%
12%
6%
15%
Level 3
Level 2
Level 1
Entropy
ProfitAlignment
A reduction in entropy and increased values alignment lead to improved
financial performance.
PV CC DC
Impact of Cultural Evolution
70. The level of entropy represents the degree of potential
challenges that may prevent a leader from achieving the
organisation’s success outcomes
Entropy Impact
0-6% Healthy: Authentic individual. Decision-making is not driven by subconscious
fears.
7-10% Minor Issues: Requiring leaders to examine how their fear-based behaviours
and actions are affecting people around them and/ or their degree of work/life
balance.
11-15% Moderate Issues: Requiring leaders to examine how their fear-based
behaviours may be compromising relationships with peers and subordinates,
and negatively impacting their professional goals.
16-20% Significant Issues: Requiring leaders to examine how their fear-based
behaviours may be undermining their personal integrity and trustworthiness,
and negatively impacting their professional and personal goals.
21%+ Critical Issues: Requiring leaders to examine how their fear-based behaviours
are compromising their ability to inspire and support their subordinates and
collaborate effectively with their peers.
Key PointsAsk people about this statement.We often add an extra few words “organisational transformation begins with personal transformation OF THE LEADERS”
Key PointsThis is once again written in Level 3 language. We now have tools that allow us to measure and manage aspects of the business that people did not know how to do before.
Use this slide as a template for presenting your materials in powerpoint to external clients as well as internal meetingsGuideline:Title – Calibri, Bold, 28pt [Font Colour (RGB): Red242 Green86 BlueB34]Body text, Calibri, 20pt [Font Colour (RGB): Red89 Green89 Blue89]Sub Body text, Calibri, 16pt [Font Colour (RGB): Red89 Green89 Blue89]