This document provides an overview of a webinar on developing and measuring organizational culture presented by Niklas Granlund and Elahe Tavakoli from Implement Consulting Group. The webinar will cover Implement's view on culture, how to manage and measure organizational culture using tools like the Cultural Transformation Tools, lessons learned from culture change projects, and how Implement can support organizations through the cultural change process. The webinar is scheduled for March 5th, 2014 from 12:00-12:45 CET.
3. Who we are
Niklas Granlund
Elahe Tavakoli
•
More than 13 years of experience as
management consultant
•
More than 7 years of experience as
management consultant
•
Culture changes, change communication,
project management and downsizing and
rationalization
•
Culture changes, change communication
and process development
•
Certified CTT-consultant
Certified CTT-consultant
Elahe.Tavakoli@implement.se
•
Niklas.Granlund@implement.se
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4. - Market leader in Scandinavia
within implementation of
change
- 400 employees
- Service private and public
companies in Scandinavia
and in the Baltics
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5. To plan, lead and implement changes is our core business
• Typical projects:
• Implement a new strategic
direction
• Mergers & acquisitions
• LEAN implementation or
process development
• Leadership development
• Cultural transformation
• …
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6. What we are going to talk about
Our view on culture
Managing and measuring organizational culture
Experience and results – do’s and don’ts
How Implement can support your cultural journey
Questions
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8. You have a choice…
Evolutionary approach
Architectural approach
Source: Freely after Daryl R. Conner
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9. What we are going to talk about
Our view on culture
Managing and measuring organizational culture
Experience and results – do’s and don’ts
How Implement can support your cultural journey
Questions
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10. Can you measure culture?
Relationships
Love
Happiness
Co-operation
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11. Can you measure culture?
Visible signs
Leadership &
”employeeship”
Structures
Climate & spirit
Conclusion – Yes, but be aware that you are simplifying!
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13. 3 phases of a culture project
Strategic
decisions
1. Explore and
analyse
2. Implement
3. Integrate
Secure
results,
on-going
development
and followup
Time
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14. Phase 1: Explore and analyse
CTT: Current Culture Values
• Establish project
• Collect data
• Analyse current and
desired culture
• Secure common
understanding and
ownership among top
management
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15. Phase 2: Implement
• Create common
understanding of
current and
desired state in
the organisation
through structured
dialogue(s)
• Strengthen
ownership among
managers
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16. Phase 3: Integrate
• Integrate values in
structures, systems and
processes
• Adapt feedback systems
Attract
Recruit
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Develop
Phase out
17. 3 phases of a culture project
Explore and analyse
• Establish project
• Collect data
• Analyse current and
desired culture
• Secure common
understanding and
ownership among top
management
Implement
• Create common
understanding of current
and desired state in the
organisation through
structured dialogue(s)
Integrate
• Integrate values in
structures, systems and
processes
• Adapt feedback systems
• Strengthen ownership
among managers
CTT: Current Culture
Secure
results,
on-going
development
and followup
Strategic
decisions
Attract
Recruit
Develop
Phase
out
Time
17
18. The Cultural Transformation Tools (CTT)
…used to measure and manage the culture in the organization
by making it visible
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19. CTT – a sample of users
ABN Amro
Adobe
AllState
American Red Cross
American University
AstraZeneca
ANZ Bank
Banque Populaire
BP Oil
Bridgestone Firestone
Campbell’s Food
Catholic Health Services
Canadian Broadcasting
Capital One
Ceridian
Computer Associates
Corning
Court TV
Deutsche Bank
Duke University
Ericsson
Ernst and Young
Exxon
Ford Motor Company
IKEA
ING Bank
Internal Revenue Service
Johnson and Johnson
Kellogg’s Food
Kraft
KLM
Konica Minolta
KPMG
Lever Faberge
Lloyd’s TSB
L’Oreal
Methodist Hospital
Microsoft
Motorola
Nestle
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Nortel Networks
Ohio National Guard
Petrobras
PriceWaterhouseCoopers
Rabo Bank
Royal Automobile Club
SEB Bank
Smithsonian
St Luke’s Health System
Thrivent
Total Petroleum
Unilever Foods
University of Pennsylvania
US Customs
Volvo
Wegmans
Wharton Business School
Wrigley
World Bank
Xerox
20. CTT in practice
• Online survey with 3 questions
· Personal values
· Current culture
· Desired culture
• Choose values/behaviours from a list of words
• 20 min
• ~40 different languages
• Based on motivational theory
• Cost connected to number of reports/demographic cuts
• Expert validation
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22. CTT measures potentially limiting aspects of the culture
Level
Potentially Limiting Values (votes)
Percentage
3
hierarchy (107)
confusion (98)
bureaucracy (86)
silo mentality (73)
power (56)
information hoarding (45)
long hours (40)
505 out of 911:
22% of total votes
2
internal competition (79)
blame (31)
manipulation (24)
134 out of 199:
6% of total votes
1
short-term focus (64)
cost reduction (38)
control (32)
caution (28)
exploitation (19)
job insecurity (15)
196 out of 317:
8% of total votes
Total
835 out of 2330
36% of total votes
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23. What we are going to talk about
Our view on culture
Managing and measuring organizational culture
Experience and results – do’s and don’ts
How Implement can support your cultural journey
Questions
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24. ANZ Bank – cultural journey
We want to
be the bank
with a
human face
CEO John McFarlane
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25. ANZ Bank – Cultural journey 2000 to 2005
2000
cost reduction
profit
shareholder value
results orientation
accountability
continuous improvement
customer focus
bureaucracy
achievement
goals orientation
hierarchical
short term focus
long hours
commitment
risk aversion
2001
2002
2003
cost reduction
shareholder value
accountability
customer focus
profit
results orientation
continuous improvement
achievement
bureaucracy
being the best
customer satisfaction
goals orientation
brand image
organizational growth
long hours
teamwork
control
hierarchical
commitment
community involvement
cost reduction
customer focus
shareholder value
accountability
continuous improvement
profit
results orientation
achievement
community involvement
customer satisfaction
teamwork
being the best
organizational growth
bureaucracy
balance (home/work)
long hours
productivity
brand image
hierarchical
can do approach
commitment
customer focus
cost reduction
accountability
continuous improvement
achievement
profit
results orientation
community involvement
shareholder value
customer satisfaction
teamwork
bureaucracy
being the best
hierarchical
balance (home/work)
commitment
long hours
organizational growth
brand image
productivity
Enhancing values
25
Limiting values
2005
customer focus
community involvement
cost reduction
accountability
results orientation
brand image
achievement
profit
bureaucracy
customer satisfaction
continuous improvement
shareholder value
teamwork
being the best
balance (home/work)
perform
best practice
long hours
organizational growth
hierarchical
27. ANZ Bank – net profit after tax ($m) increased significantly
3000
2500
2000
1500
1000
500
0
1995
1996
1997
1998
1999
2000
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2001
2002
2003
2004
2005
28. ANZ Bank – results
Lives its values – from 20% to 80%
Productivity in meetings – from 61% to 91%
Openness and honesty
Can-do culture
Revenue per employee increased by 89%
Average profit growth of 15%
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29. Supported by research
Effective culture can
account for 20-30 % of
the differential in
corporate performance
when compared with
"culturally unremarkable"
competitors.
James L. Heskett,
The Culture Cycle
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33. ICA/Rimi
• Aim: Unite the organisation – work as ONE!
• CTT within all companies and countries – 500 representatives
• On-going implementation
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34. Do’s and don’ts in culture projects
• Top management ownership is crucial
• Develop a plan
• Gain widespread support for the project – involve all levels
• Measure – specify why, when and how to work with the results
• Don’t get stuck in the analysis, focus on the implementation instead
• Make it stick – carry out activities over time
• Endurance is key
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35. What we are going to talk about
Our view on culture
Managing and measuring organizational culture
Experience and results – do’s and don’ts
How Implement can support your cultural journey
Questions
35
36. Implement can support you in all phases of your cultural journey
• We can support you in all phases of your cultural journey
» Strategic partner
» Provide tools and methods
» Neutral, ”outside” – perspective
» Measuring your culture – using the CTT
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37. What we are going to talk about
Our view on culture
Managing and measuring organizational culture
Experience and results – do’s and don’ts
How Implement can support your cultural journey
Questions
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