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Using the Five Ps to Drive Organizational Change
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Using the Five Ps to Drive Organizational Change


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Is everyone in the organization practicing the principles critical to your organization’s success? In this competitive landscape, organizations cannot afford deficiencies in execution. Discover a way …

Is everyone in the organization practicing the principles critical to your organization’s success? In this competitive landscape, organizations cannot afford deficiencies in execution. Discover a way to focus, unify and align everyone in the organization around a few vital core principles. Simplify how you approach organizational change. Use the Five Ps so that your organization makes needed change, delivers on its promises and excels.

Published in: Business
1 Comment
  • Great presentation.
    Back in 2008 I established a Corporate Philosophy concept of the same name:

    The 5 Ps. They've been the cornerstone of my CIO as a Service Consulting model since 2011.

    See, for the verbiage and chart.

    Bob Bonomo
    Are you sure you want to  Yes  No
    Your message goes here
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  • 1. Using the Five Ps to Drive Sheila L. Margolis, PhD   ©2014 Sheila L. Margolis
  • 2. Organizations Are Constantly Going through Change… Some Good, Some Wasteful and Some Damaging
  • 3. Let’s Simplify Organizational Change
  • 4. Let’s Use the Five Ps to Drive Organizational Change 5  
  • 5. Think About Your Organization Using the Five Ps: Purpose, Philosophy, Priorities, Practices & Projections
  • 6. The Central Three Ps Are Purpose, Philosophy & Priorities: the Organization’s Core Culture
  • 7. Core Culture Is the Organization’s Guiding Principles & Values
  • 8. Core Culture Is the Essence of your Organization’s Culture Core Culture Is the Foundation for Why the Organization Is in Business and the Framework for How Employees Conduct Business
  • 9. Core Culture Is the Guide for Employee Behavior, Directed at Organizational Goals, Accomplished through Shared Principles & Values
  • 10. Therefore, Organizational Change Must Be Aligned with the Core Culture
  • 11. To Drive Organizational Change Using the Five Ps, first, Define Core Culture --the Purpose, Philosophy & Priorities-and then, Align Practices and Projections with the Core Culture
  • 12. The First P of the Five Ps and a Part of Core Culture Is Purpose 1  
  • 13. Purpose Is the Fundamental Reason Why the Organization Exists
  • 14. Purpose Is the Answer to the Question: Why Is the Work You Do Important? Purpose Is the Cause that Defines Employees’ Contribution to Society through their Work
  • 15. Purpose Is a Human Focus Purpose Is Inspirational and Motivational
  • 16. Purpose Is the Organization’s Role in Improving Life and the World We Live in
  • 17. Any Organizational Change Should Ultimately Support the Purpose
  • 18. The Second P of the Five Ps and a Part of Core Culture Is Philosophy 2  
  • 19. Philosophy Is a Small Set of Fundamental, Distinguishing and Enduring Principles/Values that Guide How Employees Work
  • 20. And How You Do Work Matters
  • 21. Philosophy Is like the Personality or Character of the Organization Philosophy Provides Continuity in the Organization’s Principles & Values Over Time
  • 22. Philosophy Is How Insiders View the Organization as Being Different, Especially from Competitors
  • 23. Any Organizational Change Should Align with the Philosophy
  • 24. Typically, Only Minor Changes Are Needed in the Purpose or Philosophy Unless the Organization Cannot Stay in Business Being Who It Is
  • 25. The Third P of the Five Ps and a Part of Core Culture Are Priorities 3  
  • 26. Priorities Are Principles & Values that Further Guide How Employees Work
  • 27. Priorities Are Where Organizations Embed Change in the Core Culture
  • 28. Organizations Have Strategic and Universal Priorities
  • 29. Strategic Priorities Are Linked to Business Goals Strategic Priorities Are the Additional Principles/Values Needed to Achieve the Organization’s Strategy When You Change Strategy, Evaluate Changing Strategic Priorities
  • 30. Strategic Priorities Enhance the Competitiveness of the Organization and Enable It to Thrive
  • 31. Changing Strategic Priorities Is a Way to Shape Culture and Drive Change
  • 32. Universal Priorities Are the Values that Promote an Engaged Workforce: Fit, Trust, Caring, Communication, Achievement & Ownership
  • 33. Universal Priorities Questions: Do I Fit? Do I Trust Them? Do They Care About Me? Am I Informed and Do They Listen? Am I Growing, Developing, Achieving? Do I Feel Like an Owner? Employees Who Answer “Yes” to these Questions Are More Likely to Be Engaged
  • 34. Change May Be Required if the Organization Is Deficient in any of these Universal Priorities
  • 35. Any Organizational Change Should Support the Strategic and/or Universal Priorities
  • 36. Most Organizational Change Is with the Remaining Two Ps: Internal & External Practices and Projections
  • 37. Core Culture Is Meaningless if It’s Not Infused into Practices and Projections
  • 38. Most of the Changes an Organization Needs Is to Be Better at Practicing and Projecting the Principles & Values of the Core Culture
  • 39. The Fourth P of the Five Ps Is Practices 4  
  • 40. Practices Are the Behaviors and Actions of Employees of the Organization
  • 41. Practices Are Opportunities to Convert Core Culture Principles & Values into Actions
  • 42. Practices Can Be Internal or External
  • 43. Internal Practices Affect Employee-to-Employee Interactions
  • 44. Internal Practices Include the Structure of the Organization; How Work Is Designed; and Systems, Processes, Equipment & Technology for Doing Work
  • 45. Internal Practices also Include Internal Communications and HR Practices such as Recruitment, Selection & Retention; On-boarding; Training & Development; and Performance Management
  • 46. External Practices Affect Employee Behaviors with Others Outside the Organization
  • 47. External Practices Include Markets & Customers, Products & Services Offered and Suppliers/Vendors & Business Partners
  • 48. Review Internal and External Practices Are Practices Aligned with the Core Culture? Do Practices Support and Reflect the Core Culture? If Not, Then Make Change
  • 49. The Fifth P of the Five Ps Is Projections 5  
  • 50. Projections Are the Images the Organization Projects to the Public
  • 51. Projections Include the Organization’s Name, Logo & Symbols; Marketing, PR & Advertising; Employee Dress/Uniforms; Offices & Stores; Location of Company Headquarters; Image of the Leader; and Community Activities
  • 52. Review Projections Are Projections Aligned with the Core Culture? If Not, Then Make Change
  • 53. Screen Potential Changes by Answering this Question: Does the Change Align with and Support the Core Culture?
  • 54. Change Is Difficult Change Adds Uncertainty Change Can Be Threatening
  • 55. For any Change to Stick, the Change Must Be Aligned with the Core Culture
  • 56. Because Core Culture Is Who the Organization Is and How It Must Be to Thrive
  • 57. And Core Culture Is What Loyal Employees Are Connected To
  • 58. Use the Five Ps to Drive Organizational Change
  • 59.