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Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
Penny Coates & Alex Coward - Culture Matters
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Penny Coates & Alex Coward - Culture Matters

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  • 1. TAL “Culture Matters”Alex Coward & Penny Coates
  • 2. Who we are2
  • 3. Message from the MD
  • 4. What we stand for4
  • 5. Fast facts5
  • 6. What we set out to do• Understand the current culture• Align our culture and our strategy• Engage TAL’s top 70 leaders• Develop a 3-year roadmap• Touch every employee at TAL 6
  • 7. Stealing with glee from TED.com
  • 8. The road map8
  • 9. Culture Matters activities across TAL Senior execs have spent approximately 10 days each on the Culture Matters work The senior leaders have spent 4.5 days on Culture Matters Work 114 individual senior leaders have led Culture Matters Workshops – some have done multiple sessions 843 of our people have participated in Culture Matters Workshops 18 Barrett accredited facilitators have been created at 3 days training each 2,395 hours have been committed to Culture Matters Workshops GRAND TOTAL INVESTED = 7,905 hours
  • 10. Next steps…• We would like to invite you to engage in a creative thinking process with us and design the interventions for next year.
  • 11. “Culture Matters”Support slidesPenny Coates & Alex Coward
  • 12. TAL: Group (848) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 7-3-0 | IRS (L)= 0-0-0 IROS (P)= 1-2-6-0 | IROS (L)= 0-0-1-0 IROS (P)= 2-4-4-0 | IROS (L)= 0-0-0-0 Matches 1. honesty 340 5(I) 1. teamwork 255 4(R) 1. accountability 393 4(R) PV - CC 4 2. accountability 338 4(R) 2. brand image 253 3(O) 2. customer 294 2(O) CC - DC 5 satisfaction PV - DC 2 3. balance 319 4(I) 3. results orientation 242 3(O) (home/work) 4. balance 238 4(O) 3. continuous 283 4(O) (home/work) improvement Health 4. humour/ fun 288 5(I) Index (PL) 5. respect 261 2(R) 5. customer 225 2(O) 4. balance 280 4(O) satisfaction (home/work) PV: 10-0 6. integrity 256 5(I) CC: 9-1 6. accountability 202 4(R) 5. teamwork 240 4(R) DC: 10-0 7. achievement 241 3(I) 7. continuous 202 4(O) 6. innovation 231 4(I) 8. positive attitude 233 5(I) improvement 7. coaching/ mentoring 215 6(R) 9. family 227 2(R) 8. cost reduction (L) 201 1(O) 8. collaboration 206 6(R) 10. commitment 222 5(I) 9. humour/ fun 201 5(O) 9. adaptability 192 4(I) 10. achievement 192 3(I) 10. staff engagement 183 5(O) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal12 Values Plot Copyright 2011 Barrett Values Centre November 2011
  • 13. TAL: Group (848) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 7-3-0 | IRS (L)= 0-0-0 IROS (P)= 1-2-6-0 | IROS (L)= 0-0-1-0 IROS (P)= 2-4-4-0 | IROS (L)= 0-0-0-0 Matches 1. honesty 340 5(I) 1. teamwork 255 4(R) 1. accountability 393 4(R) PV - CC 4 2. accountability 338 4(R) 2. brand image 253 3(O) 2. customer 294 2(O) CC - DC 5 satisfaction PV - DC 2 3. balance 319 4(I) 3. results orientation 242 3(O) (home/work) 4. balance 238 4(O) 3. continuous 283 4(O) (home/work) improvement Health 4. humour/ fun 288 5(I) Index (PL) 5. respect 261 2(R) 5. customer 225 2(O) 4. balance 280 4(O) satisfaction (home/work) PV: 10-0 6. integrity 256 5(I) CC: 9-1 6. accountability 202 4(R) 5. teamwork 240 4(R) DC: 10-0 7. achievement 241 3(I) 7. continuous 202 4(O) 6. innovation 231 4(I) 8. positive attitude 233 5(I) improvement 7. coaching/ mentoring 215 6(R) 9. family 227 2(R) 8. cost reduction (L) 201 1(O) 8. collaboration 206 6(R) 10. commitment 222 5(I) 9. humour/ fun 201 5(O) 9. adaptability 192 4(I) 10. achievement 192 3(I) 10. staff engagement 183 5(O) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal13 Values Plot Copyright 2011 Barrett Values Centre November 2011
  • 14. TAL: Group (848) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 7-3-0 | IRS (L)= 0-0-0 IROS (P)= 1-2-6-0 | IROS (L)= 0-0-1-0 IROS (P)= 2-4-4-0 | IROS (L)= 0-0-0-0 Matches 1. honesty 340 5(I) 1. teamwork 255 4(R) 1. accountability 393 4(R) PV - CC 4 2. accountability 338 4(R) 2. brand image 253 3(O) 2. customer 294 2(O) CC - DC 5 satisfaction PV - DC 2 3. balance 319 4(I) 3. results orientation 242 3(O) (home/work) 4. balance 238 4(O) 3. continuous 283 4(O) (home/work) improvement Health 4. humour/ fun 288 5(I) Index (PL) 5. respect 261 2(R) 5. customer 225 2(O) 4. balance 280 4(O) satisfaction (home/work) PV: 10-0 6. integrity 256 5(I) CC: 9-1 6. accountability 202 4(R) 5. teamwork 240 4(R) DC: 10-0 7. achievement 241 3(I) 7. continuous 202 4(O) 6. innovation 231 4(I) 8. positive attitude 233 5(I) improvement 7. coaching/ mentoring 215 6(R) 9. family 227 2(R) 8. cost reduction (L) 201 1(O) 8. collaboration 206 6(R) 10. commitment 222 5(I) 9. humour/ fun 201 5(O) 9. adaptability 192 4(I) 10. achievement 192 3(I) 10. staff engagement 183 5(O) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal14 Values Plot Copyright 2011 Barrett Values Centre November 2011
  • 15. Entropy in Organisation – Wasted Energy Level 3 17% 9% Level 2 9% 3% Percentage Level Potentially Limiting Values (votes) Entropy silo mentality (161) 757 out of 2169: Level 1 6% 3 bureaucracy (143) 9% of total votes 7% hierarchy (122) confusion (114) long hours (112) information hoarding (64) power (41) Entropy=19% 2 internal competition (104) 282 out of 1067: blame (81) 3% of total votes empire building (58) manipulation (39) cost reduction (201) 565 out of 1105: 1 short-term focus (126) 7% of total votes control (116) caution (69) job insecurity (35) exploitation (18) 1515
  • 16. TAL: Group (848) Free Online Resources Personal Current Culture Desired Culture Values Values Values 26% Common Good 41% 39% 23% Transformation 22% 29% 32% Self-Interest 34% 31% 19% 3% 1% Cultural Entropy16 Copyright 2011 Barrett Values Centre
  • 17. TAL Values Jumps Current Desired Jump Value Culture Votes Culture Votes accountability 202 393 191 coaching/ mentoring 80 215 135 adaptability 67 192 125 employee fulfilment 39 161 122 innovation 119 231 112 trust 39 136 97 honesty 39 126 87 empowerment 26 111 85 staff engagement 100 183 83 continuous improvement 202 283 8117
  • 18. TAL: Group (848) Current Culture Values Desired Culture Values Desired Current Culture Culture Finance Finance cost Finance reduction (L) results orientation Client Fitness accountability Fitness accountability Relations achievement brand image Client customer Relations customer satisfaction satisfaction continuous improvementEvolution Culture Evolution continuous improvement innovation adaptability balance (home/work) Societal Societal teamwork Contribution Contribution teamwork balance Culture coaching/ (home/work) mentoring humour/ fun staff engagement Societal ContributionBusiness Needs Copyright 2011 Barrett Values Centre November 2011

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