2016 CTT International Conference: Barrett Values Centre team shares CTT Product updates with Catherine Clothier

1. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
1
Products and Services Update

2. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
2
Is the message getting across?
86% of leaders believe
culture as an important
or very important issue.
Deloitte Human Capital Trends 2016
91% of executives believe
that culture is important
to their firms.
Duke University and Columbia University 2015
Research
84% of leaders believe that
culture is critical to their
organisation’s success.
60% think culture is more
important than strategy or
operating model.
PWC 2013 Culture and Change Management
Survey
86% of board members say culture
is fundamental of very important.
92% say that investing in culture
has improved financial
performance.
EY FTSE 350 Board Directors
Survey

3. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
3
What are they doing about it?
28% report that they
understand their
organization’s culture.
5% said their own corporate culture
was exactly where it needed to be.
92% said they believed improving
their firm’s corporate culture would
improve the value of the company.
12% believe their
organizations are excellent at
effectively driving the desired
culture.
51% believe their culture
needs a major overhaul.
Deloitte Human Capital Trends 2016
Duke University and Columbia University 2015
Research
Deloitte Human Capital Trends 2016
PWC 2013 Culture and Change Management
Survey

4. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
4
Report Updates

5. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
5
Health Organization (64)
control (L) 26 1(R)
information hoarding (L) 24 3(R)
teamwork 23 4(R)
confusion (L) 21 3(O)
cost effectiveness 21 3(O)
job insecurity (L) 20 1(O)
bureaucracy (L) 19 3(O)
patient satisfaction 19 2(O)
professionalism 18 3(O)
accountability 16 4(R)
accountability 35 4(R)
employee satisfaction 31 2(O)
teamwork 29 4(R)
continuous improvement 27 4(O)
compassion 26 7(R)
employee recognition 26 2(R)
information sharing 26 4(O)
patient satisfaction 24 2(O)
employee fulfillment 20 6(O)
open communication 20 2(R)
Values PlotCopyright Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organizational
S = Societal
Matches
PV - CC 1
CC - DC 3
PV - DC 1
[unsatisfied]
Cultural Entropy:
Current Culture
32%
honesty 39 5(I)
dependability 38 3(R)
accountability 36 4(R)
caring 35 2(R)
compassion 32 7(R)
family 25 2(R)
humor/ fun 24 5(I)
positive attitude 20 5(I)
balance (home/work) 19 4(I)
listening 18 2(R)
respect 18 2(R)
trust 18 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=4-8-0 IRS (L)=0-0-0 IROS (P)=0-2-3-0 IROS (L)=0-2-3-0 IROS (P)=0-5-5-0 IROS (L)=0-0-0-0

6. 5% 5% 7% 9% 6%
5% 9% 6% 9% 15% 13% 9% 2%4% 7% 7% 10% 28% 20% 21% 3%
Business Needs Scorecard- Values DistributionCopyright Barrett Values Centre
Health Organization (64)
Positive Values - Current Culture Positive Values - Desired CultureCultural Entropy: Current Culture
Finance Fitness
External
Stakeholder
Relations
Evolution
Trust/ Engagement Direction/
Communication
Supportive
Environment Societal
Contribution
Culture
Desired Culture
Values
patient satisfaction
continuous
improvement
accountability
teamwork
employee fulfillment
information sharing
open communication
employee
satisfaction
compassion
employee recognition
Values Jumps
trust
blame-free
positive attitude
honesty
Potentially
Limiting Values
bureaucracy
internal competition
empire building
long hours
short-term focus
caution
complacency
control
blame
silo mentality
information hoarding
confusion
hierarchy
unethical
job insecurity
insensitivity
exploitation
This diagram shows the percentage of all values across the BNS areas. The table indicates the top Desired Culture values and Values Jumps
in the areas where more focus is requested, and all the potentially limiting values.
BNS- Values Distribution

7. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
7
New tools and perspectives

8. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
8
Options from your control panel
Running and receiving IVA plots
Customising the layout and look
of your survey
Sending in new
project requests

9. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
9
Additional Perspectives- CVA
• Summary of report
information to aid
data analysis
• Linking to other
surveys- e.g.
engagement
• Looking at results
through other lens
e.g. risk, core
competencies,
innovation
• Multiple perspectives e.g.
organisational & team
culture
• Additional questions
to widen scope
• Individual survey
links for each
participant
• Customer/ Supplier
Assessment

10. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
10
Additional Perspectives Cont’d
• Leadership Assessments
– Group plots
– Demographic plots
– Additional questions
–
• Leadership Development Report (LDR)
– Version for non-leaders (IDR- Individual)
– Leadership Evolution Report for ongoing coaching

11. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
11
New and Future Developments
• Move from P1 & P2 training to Practitioner
training
• Running own reports for CVA’s
• BVC sending emails for LVA/ LDR/ IDR
• Leadership Team Values Assessment (LTVA)
• ‘Real-time’ culture information