Business Analysis and Leadership: Context climate and culture

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Slides from IIBA Event held in London on Wednesday 4th September

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Business Analysis and Leadership: Context climate and culture

  1. 1. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Business Analysis and Leadership: Context, culture and climate Developed and presented by: Andy Wilkins and Kate Stuart-Cox IIBA UK Event in London, 4th September
  2. 2. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Given… today‟s competition today‟s expectations of people today‟s availability of information today‟s speed of communication today‟s levels of education today‟s changing technology today‟s automation today‟s fast pace today's VUCAsity how critical is Leadership?
  3. 3. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Today's world is… VUCAvolatile uncertain complex ambiguous (get over it)
  4. 4. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Given… today‟s competition today‟s expectations of people today‟s availability of information today‟s speed of communication today‟s levels of education today‟s changing technology today‟s automation today‟s fast pace today's VUCAsity how critical is Leadership?
  5. 5. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. What's this talk about? If you are interested in influencing the world around you and other people, then you are involved in leadership. And if you are engaged in leadership, you might want to attend to the atmosphere you create.
  6. 6. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Richard follows me into a toilet. Twice!!!
  7. 7. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Atmosphere!! “Isn't trying to understand atmosphere like trying to nail jelly to the wall?” “Anyway, how can you measure atmosphere?” “And I don't really believe it is as important as the hard and technical stuff.”
  8. 8. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. My passion How to enable people to be better problem solvers? How to cultivate leadership skills for technical people?
  9. 9. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Why should anyone be led (or BAed) by you?
  10. 10. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Leaders create environment 50-70% of variance in organizational climate can be explained by differences in leadership styles Up to 30% of variance in financial results (profits and revenue) can be explained by differences in organizational climate Leadership behaviour Organizational climate Results Source: Sustaining, ascending and descending. 15 years of The World‟s Most Admired Companies. Hay Group. June 2012
  11. 11. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
  12. 12. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Physical AND psychological Physical • The buildings, offices, desks, fact ories, décor • The „hard‟ or „tangible‟ stuff • Reflects lower levels of Maslow‟s hierarchy of needs • Reflects Herzberg‟s „hygiene‟ factors or the dissatisfiers Psychological • The atmosphere, feel, culture, cli mate, context • The „soft‟ or „intangible‟ stuff • Reflects Maslow‟s higher needs • Reflects Herzberg‟s „motivational‟ factors or satisfiers
  13. 13. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Climate The observable habits that characterise life in an organisation. Culture The values and beliefs that reflect the deeper foundations of the organisation. Climate AND culture
  14. 14. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Some of the challenges in established organisations • The restricting power of a well worn rut • The inertia of a heavy body • The administrative standardisation
  15. 15. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Resources Work Environment, People, Machinery, Concepts, Funds, Rewards, Management, Hierarchy, Tools, Methods, etc. Effects on Quality, Creativity & Innovation, Productivity, Well-Being, Job Satisfaction, Profit, etc. Climate Organizational & Psychological Processes Problem-Solving, Decision-Making, Learning, Motivation, Communication, etc. Climate moderates resources and results
  16. 16. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. The dimensions of climate
  17. 17. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. The nine climate dimensions normative data Sour ce:Ekvall, G. CCQInter national Nor ms. SwedishCouncil for Management and Work Life Issues. *N=NumberofCompanies Innovative (*N=10) Climate Variables Stagnated (*N=5) Average (*N=15) Freedom Idea Time Conflict Debate 174 111 88 128 153 97 140 105 210 148 78 158 Challenge& Involvement Trust and Openness Playfulness/Humor Idea Support Risk -Taking 190 160 169 164 112 163 128 140 108 53 238 178 230 183 195 International Organizations © Ekvall & Arvonen
  18. 18. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. What can you do? Assessment Questions Amount: Little --------------- A Lot 1. To what degree are people here deeply committed to their jobs? 1 - 2 - 3 - 4 - 5 2. To what degree are people able to decide how to do their jobs? 1 - 2 - 3 - 4 - 5 3. To what degree do we take the time to think of alternate ways to accomplish a difficult task before having to take action? 1 - 2 - 3 - 4 - 5 4. To what degree are new ideas given a warm reception, and to what degree are resources available to give new ideas a try? 1 - 2 - 3 - 4 - 5 5. To what degree is there emotional tension here? 1 - 2 - 3 - 4 - 5 6. To what degree is there lively debate on the issues? 1 - 2 - 3 - 4 - 5 7. To what degree do we hear good-natured joking, and to what degree is the work atmosphere relaxed? 1 - 2 - 3 - 4 - 5 8. To what degree are people informal and open with one another? 1 - 2 - 3 - 4 - 5 9. To what degree do people feel free to take action when the outcome might not meet expectations? 1 - 2 - 3 - 4 - 5
  19. 19. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Need more - Chapter 19 or contact us Andy Wilkins Partner, Perspectiv LLP; Senior Honorary Visiting Fellow, Cass Business School andy@perspectiv.co.uk Kate Stuart-Cox Partner, Perspectiv LLP kate@perspectiv.co.uk James Archer Associate Perspectiv LLP james@perspectiv.co.uk
  20. 20. © 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance. Business Analysis and Leadership: Context, culture and climate Developed and presented by: Andy Wilkins and Kate Stuart-Cox IIBA UK Event in London, 4th September

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