Barrett Values Centre - Cultural Transformation Tools Overview 2012  ctt overview 2012
Upcoming SlideShare
Loading in...5
×
 

Barrett Values Centre - Cultural Transformation Tools Overview 2012 ctt overview 2012

on

  • 2,672 views

 

Statistics

Views

Total Views
2,672
Views on SlideShare
2,669
Embed Views
3

Actions

Likes
2
Downloads
90
Comments
1

1 Embed 3

http://www.linkedin.com 3

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • is a good knowledge
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • +25% return on assets vs -80% return on assestsSmall staff turnovervs 50%+ staff turnover
  • +25% return on assets vs -80% return on assestsSmall staff turnovervs 50%+ staff turnover
  • The story of a full spectrum organisation.1. Imagine a company that is conscious and fair in the way it sets prices and pay. Because it has moved beyond fear driven greed is it now profitable, financially stable and creates a good shareholder return. It also provides safe and comfortable working conditions for its people.2. When people walk into the office each day they smile and greet each other warmly. There is a healthy sense of respect and customers feel well looked after.3. The organisation invests in high performing systems. It trains it’s people to be excellent at doing their jobs and the staff are proud to tell others who they work for.4. This is an organisation that moves forward through innovation and continuous improvement. It has the adaptability and resilience to weather tough times. People feel empowered and have the courage to ask the tough questions, it is OK to make mistakes.5. People feel inspired by the vision and values. There are high levels of trust and a deep sense of purpose, fun and team spirit6. This is a collaborative working environment for staff, customers, suppliers and the community where people focus on win-win for all concerned. The investment in leadership development means that leaders are making a sustainable difference inside and outside the organisation.7. For this group, ethics is not about compliance but truly doing what they believe is right, deep down in their hearts. There is a knowing that by doing their jobs, people are serving society & future generations.
  • Mathematical example
  • Mini analysis of the words.
  • Results of values assessment
  • Results of values assessment

Barrett Values Centre - Cultural Transformation Tools Overview 2012  ctt overview 2012 Barrett Values Centre - Cultural Transformation Tools Overview 2012 ctt overview 2012 Presentation Transcript

  • Cultural Transformation Tools Overview2012 www.valuescentre.comwww.valuescentre.com 1www.valuescentre.com
  • Barrett Values Centre
  • National/Regional Values Assessments Australia France Argentina Belgium Latvia Venezuela Bhutan South Africa Not statistically valid Brazil Spain (r) Sweden Requests from Canada United Arab Emirates Trinidad Switzerland Singapore Denmark New Zealand Israel United Kingdom (r) Hungary Finland Romania Slovakia USA Norway Iceland Puerto Rico Costa Rica Columbia Macedonia (r) As at Feb 2012 (r) = Region 3www.valuescentre.com
  • Organizational transformation starts with the personal transformation of the leaders"The thing I have learned at IBM is thatculture is everything.“ Lou Gerstner 4
  • A Tale of Two Companies Organisation A Organisation BServiceMaking a DifferenceInternal CohesionTransformationSelf-EsteemRelationshipSurvival Value Level Value Level client satisfaction 2 blame 2 making a difference 6 short term focus 1 integrity 5 internal competition 2 teamwork 4 buck passing 3 humor/fun 5 risk averse 1 quality 3 customer satisfaction 2 ethics 7 information hoarding 2 financial stability 1 profit 1 5
  • A Tale of Two Companies Organisation A Organisation B Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship SurvivalPeople Financial Excellence Ethics Resilience viability 6
  • Maslow’s Needs to Barrett’s Consciousness Self-Actualization Know and Know and Understand UnderstandAbraham Maslow Self-esteem Richard Barrett Love & Belonging Safety Physiological Needs Consciousness 7
  • Story of a Full Spectrum Organisation Service to humanity and societal contribution External collaboration, community involvement Sense of purpose & strong internal community Ongoing improvement and employee participation High performance systems, high quality output Positive relationships that support organisation needs Financial viability and employee safety 8
  • 7 Levels of Organisational Consciousness Positive Focus / Excessive Focus Service To Humanity and the PlanetService Social responsibility, future generations, long-term perspective, ethics, compassion, humility Strategic Alliances and PartnershipsMaking a Environmental awareness, communityDifference involvement, employee fulfilment, coaching/mentoring Building Internal CommunityInternal Cohesion Shared values, vision, trust, commitment, integrity, passion, transparency, humour/fun Continuous Renewal and LearningTransformation Courage, accountability, adaptability, empowerment, teamwork, goals orientation, personal growth High PerformanceSelf-esteem Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Employee RecognitionRelationship Loyalty, friendship, open communication, customer satisfaction, friendship. Manipulation, blame Financial StabilitySurvival Shareholder value, profit, organisational growth, employee health, safety. Control, corruption, greed 9
  • Cultural EntropyCultural Entropy measures that percentage offear, dysfunction, negative and destructive energy in theorganisation (e.g.blame, manipulation, corruption, exploitation, bureaucracy) 40% = Crisis 10% = Healthy 10
  • Survey Questions1) Personal ValuesPlease select ten of the following values/behaviours that mostreflect who you are, not who you desire to become.2) Current Organisational Culture ValuesPlease select ten of the following values/behaviours that mostreflect how your organisation currently operates.3) Desired Organisational Culture ValuesPlease select ten of the following values/behaviours that youwould desire for your organisation to achieve its highestperformance. 11
  • CBT Technology (154) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-1-6-0 IROS (P)=1-3-6-0 IROS (L)=0-0-0-0 honesty 61 5(I) cost reduction (L) 76 1(O) client satisfaction 66 2(O) Matches commitment 60 5(I) bureaucracy (L) 66 3(O) employee fulfilment 65 6(O) PV - CC 0 humour/fun 53 5(I) confusion (L) 61 3(O) continuous improvement 58 4(O) CC - DC 1 PV - DC 2 reliability 51 3(R) profit 54 1(O) effective communication 56 2(R) enthusiasm 44 5(I) information hoarding (L) 47 3(O) teamwork 50 4(R)Health Index adaptability 43 4(I) short term focus (L) 47 1(O) financial stability 44 1(O) (PL) family 37 2(R) hierarchical (L) 45 3(O) adaptability 42 4(I) PV-10-0 CC - 3-7 integrity 34 5(I) results orientation 39 3(O) trust 38 5(R) DC - 10-0 trust 34 5(R) client satisfaction 38 2(O) professionalism 35 3(O) balance home/work 32 4(I) empire building (L) 36 2(R) vision 35 7(O)Black Underline = PV & CC Orange = CC & DC P = Positive I = Individual O = OrganisationalOrange = PV, CC & DC Blue = PV & DC L = Potentially Limiting (white circle) R = Relationship S = Societal Values Plot Copyright 2012 Barrett Values Centre May 1, 2012
  • 13
  • Cost of Limiting Values• Short-term Focus £3,489,818• Confusion £3,178,636• Bureaucracy (unnecessary) £1,799,618• Empire Building £1,764,682• Information Hoarding £1,634,045• Sickness and Leavers £834,225• Hierarchical £624,327• Long Hours £187,909• Total Entropy (potential business value) £13,504,261Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.Investment Leadership – Jim Ware’s book contains data showing the comparisonbetween healthy and unhealthy cultures and bottom line performance. 14
  • Core Values – Lived or Ignored? Core Values (I-Care) Core Values integrity client collaboration compassion teamwork accountability delivery respect meritocracy excellence integrity1. accountability 1. long hours (L)2. customer satisfaction 2. being the best3. being the best 3. cost reduction (L)4. commitment 4. poor communication (L)5. compassion 5. client collaboration6. continuous improvement 6. bureaucracy (L)7. integrity 7. confusion (L)8. teamwork 8. arrogance (L)9. cost effectiveness 9. hierarchy (L)10. respect 10. silo mentality (L) 15
  • Cultural Evolution Begins with Personal Evolution CVA Current Culture LV A Feedback 14 AssessorsThe culture ofan organisationis a reflectionof the leadershipconsciousness. PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0 Cultural Entropy 38% Personal Entropy 64% 1. short-term focus (L) 13 Level 1 power (L) 11 Level 3 2. blame (L) 11 Level 2 blame (L) 10 Level 2 demanding (L) 10 Level 2 3. manipulation (L) 10 Level 2 manipulative (L) 10 Level 2 4. caution (L) 7 Level 1 experience 9 Level 3 5. cynicism (L) 7 Level 3 controlling (L) 8 Level 1 6. bureaucracy (L) 6 Level 3 arrogant (L) 7 Level 3 7. control (L) 6 Level 1 authoritarian (L) 6 Level 1 8. cost reduction 5 Level 1 exploitative (L) 6 Level 1 9. empire building (L) 5 Level 2 ruthless (L) 6 Level 1 10. image (L) 5 Level 3 11. long hours (L) 5 Level 3 16
  • Cultural Evolution Begins with Personal Evolution CVA Current Culture LV A Feedback 27 AssessorsThe culture ofan organisationis a reflectionof the leadershipconsciousness. PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Cultural Entropy 7% Personal Entropy 9% 1. customer satisfaction 16 Level 2 continuous learning 11 Level 4 2. commitment 11 Level 5 generosity 11 Level 5 3. continuous learning 11 Level 4 commitment 10 Level 5 4. making a difference 11 Level 6 positive attitude 10 Level 5 5. global perspective 9 Level 3 vision 10 Level 7 6. mentoring 9 Level 6 ambitious 9 Level 3 7. enthusiasm 8 Level 5 making a difference 8 Level 6 8. leadership development 8 Level 6 results orientation 8 Level 3 9. integrity 7 Level 5 honesty 7 Level 5 10. open communication 7 Level 2 integrity 7 Level 5 11. optimism 7 Level 5 intuition 7 Level 6 12. shared values 7 Level 5 leadership developer 7 Level 6 17
  • Cultural Evolution – Whole System Change Values Behaviors Personality CharacterIndividual Individual values and beliefs Individual behaviors Personal Alignment Values Mission Alignment AlignmentCollective Structural Alignment Culture Social Structures Group values and beliefs Group behaviors 18 Thank you Ken Wilber
  • Whole Systems Change – Preparation Phase 2. Baseline measurement (CVA) 3. Revisit the1. Commitment from leadership of the organisation & creation of existing visionto the transformation process performance scorecard & mission or engage in the 4 why’s process to create one 4. Define coreHow can we remain adaptable? values & behavioursHow can we position in the organisation ourselves for the future? 5. Develop the compellingHow can we build our Reasons for change long-term resilience? 19
  • Whole Systems Change: Implementation Phase6. Personal Alignment 7. Structural Alignment 8. Values Alignment Begins with the New employee/ Integrate the core leadership team and Executive selection values and behaviours later expands to the of the organsiation larger leadership group New employee/ into the executive and including managers and Executive orientation employee population. supervisors Employee/executive performance evaluation Why? Employee/executive promotion criteria 9. Mission Alignment Talent selection and development programmes Management development programmes Integrate the vision and mission of the Leadership development organisation into the Programs executive and employee population. Values Awareness programmes 20
  • 1995 1998 2006 2010 2012
  • Bank Example Exec Team Current Culture Employee Current CultureLevel 7Level 6Level 5Level 4Level 3Level 2Level 1 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0 IROS (P)= 0-1-3-0 | IROS (L)= 0-2-5-0 1. being the best 8 3(O) 1. long hours (L) 314 3(O)Matches 1 2. accountability 5 4(R) 2. being the best 295 3(O) 3. client satisfaction 5 2(O) 3. cost reduction 286 1(O) 4. honesty 5 5(I) 4. poor communication (L) 280 2(R) 5. teamwork 5 4(R) 5. client first 268 6(R) 6. achievement 4 3(I) 6. bureaucracy (L) 263 3(O) 7. brand image 4 3(O) 7. confusion (L) 255 3(O) 8. excellence 4 3(I) 8. arrogance (L) 252 3(R) 9. staff engagement 4 5(O) 9. hierarchy (L) 250 3(O) 10. trust 4 5(R) 10. results orientation 243 3(O) 11. silo mentality (L) 243 3(O) Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = Organizational S = Societal Copyright 2008 Barrett Values Centre
  • Latvian RussianDesired Culture Desired Culturecaring for elderly economic growtheconomic growth caring for elderlyconcern for future generations affordable housingjob security concern for future generationsenvironmental awareness job securitycaring for the disadvantaged social justiceaffordable housing caring for the disadvantagededucation environmental awarenesshonesty human rightsprosperity material wealth
  • Democrat RepublicanPersonal Values Personal Values caring family family caring humor/ fun honesty honesty responsibility friendship humor/ fun responsibility accountability compassion respect respect positive attitude accountability integrity positive attitude friendship