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Introduction: the Cultural Transformation Tools                                 Partner Barrett Values Centre          San...
Why CTT?    It is the most comprehensive cultural diagnostic value assessment     available.    The survey is customised...
Sample of Clients                   ANZ Bank                          Mars                   Austin Energy                ...
The Barrett Seven Levels of Organisational Consciousness                                        Positive Focus / Excessive...
Full Spectrum Organisational Consciousness         Service                  Long-term perspective       Making a       Dif...
Airline: Department (Pilots) (71)                             Personal Values                              Current Culture...
Whole Systems Transformation                                                 Environment                             INDIV...
Culture Development Plan                           EXA M P LE
The New Principles of Business                       Cultural transformation begins with                            person...
The Barrett Seven Levels of Leadership Consciousness         Service                       Wisdom/Visionary       Making a...
Karen                                            Karen’s Values                              10 Assessors Top 12 Values   ...
Joe Smith (15 Assessors)                            JOE: 10 VALUES                           OBSERVED VALUES              ...
Cultural Transformation Begins with Personal Transformation                              CVA Current Culture              ...
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Sander Mahieu - Intro to CTT

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  • Key points Full Spectrum is another way to think about sustainability. Organisations that are conscious at all 7 levels will be and are far more sustainable Many companies are not yet Full Spectrum but consider themselves to be on a journey to Full Spectrum
  • Additional Slides January 2002
  • Key Points Ask people about this statement. We often add an extra few words “ organisational transformation begins with personal transformation OF THE LEADERS”
  • Key Points: Full-spectrum is knowing which leader is needed in the present moment and being able to make the internal shift
  • Transcript of "Sander Mahieu - Intro to CTT"

    1. 1. Introduction: the Cultural Transformation Tools Partner Barrett Values Centre Sander Mahieu & global CTT-trainer s.mahieu@synnova.com www.valuescentre.com 1www.valuescentre.com
    2. 2. Why CTT? It is the most comprehensive cultural diagnostic value assessment available. The survey is customised for every organisation. The survey is simple – it takes approx. 15 minutes to complete. The process is fast: 2-5 weeks from project initiation to report. The system has been tried and tested by over 1,500 organisations. Costs are the same for 30, 3,000 or 30,000 employees. The survey is available in several languages and can be carried out in multiple languages at one time. www.valuescentre.com 2
    3. 3. Sample of Clients ANZ Bank Mars Austin Energy McDonald’s Aveng Group Nedbank Banco Itau New Look Banque Populaire NorthWestern Energy BC Hydro Nestle BNP Paribas Securities Services Ontario Power China Mobile Pfizer Club 21 Sasol Group Deluxe Corporation Skandia Halma Total Petroleum Hewitt Associates Unilever IBM Volvo ING Bank Wegmans Johnson & Johnson Westpac L’Orealwww.valuescentre.com 3
    4. 4. The Barrett Seven Levels of Organisational Consciousness Positive Focus / Excessive Focus Service To Humanity and the Planet Service Social responsibility, future generations, long-term perspective, ethics, compassion, humility Strategic Alliances and Partnerships Making a Environmental awareness, community involvement, Difference employee fulfilment, coaching/mentoring Building Internal CommunityInternal Cohesion Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Continuous Renewal and Learning Transformation Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth High Performance Self-esteem Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Employee Recognition Relationship Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame Financial Stability Survival Shareholder value, organisational growth, employee health, safety. Control, corruption, greed www.valuescentre.com 4
    5. 5. Full Spectrum Organisational Consciousness Service Long-term perspective Making a Difference Coaching/mentoring Internal Cohesion Creativity Transformation Accountability Self-esteem Productivity Relationship Open communication Survival Profitwww.valuescentre.com 5
    6. 6. Airline: Department (Pilots) (71) Personal Values Current Culture Values Desired Culture ValuesLevel 7Level 6Level 5Level 4Level 3Level 2Level 1 PL= 10-0 | IRS (P)= 6-4-0 | IRS (L)= 0-0-0 PL= 4-7 | IROS (P)= 1-0-3-0 | IROS (L)= 1-2-4-0 PL= 10-1 | IROS (P)= 0-3-7-0 | IROS (L)= 0-0-1-0 1. cooperation 36 Level 5 1. cost reduction 65 Level 1 1. employee recognition 36 Level 2MatchesPV - CC 2. responsibility 35 Level 4 2. short-term focus (L) 52 Level 1 2. job security (L) 31 Level 1 1 3. humor/fun 27 Level 5 3. profit 50 Level 1 3. employee fulfillment 28 Level 6CC - DC 0 4. accountability 26 Level 4 4. bureaucracy (L) 31 Level 3 4. information sharing 27 Level 4PV - DC 5. family 26 Level 2 5. control (L) 30 Level 1 5. long-term perspective 26 Level 7 2 6. balance (home/work) 21 Level 4 6. caution (L) 25 Level 1 6. balance (home/work) 25 Level 4 7. safety 21 Level 1 7. safety 23 Level 1 7. continuous improvement 24 Level 4 8. friendship 19 Level 2 8. image (L) 22 Level 3 8. customer satisfaction 23 Level 2 9. honesty 19 Level 5 9. internal competition (L) 21 Level 2 9. professionalism 23 Level 3 10. financial stability 18 Level 1 10. long hours (L) 21 Level 3 10. cooperation 22 Level 5 11. return on assets 21 Level 1 11. teamwork 22 Level 4 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= Societalwww.valuescentre.com Values Plot Copyright 2008 Barrett Values Centre 6
    7. 7. Whole Systems Transformation Environment INDIVIDUAL COLLECTIVESmall Stories Picture of Stories Level of competence Structures and dagwood system Behaviour performance Products, equipment etcOBJECTIVE Bottom line results Do you Do you Alignment of Alignment of Walk Walk operational and operational and DIAL The Talk? The Talk? social structures social structures OG E U Leadership Guiding valuesSUBJECTIVE Co-workership Attitudes that limit Personal maturity Shared strategic vision Core Core Values Values Alignment Alignment A whole system approach calls for actions in all four dimensions at the same time dialogue Source: K Wilber
    8. 8. Culture Development Plan EXA M P LE
    9. 9. The New Principles of Business Cultural transformation begins with personal transformation. Organisations don’t transform. People do….. and leader firstwww.valuescentre.com 9
    10. 10. The Barrett Seven Levels of Leadership Consciousness Service Wisdom/Visionary Making a Difference Mentor/Partner Internal Cohesion Integrator/Inspirer Transformation Facilitator/Influencer Self-esteem Manager/Organiser Relationship Relationship Manager Survival Crisis Directorwww.valuescentre.com 10
    11. 11. Karen Karen’s Values 10 Assessors Top 12 Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 PL= 10-0 | IROS (P)=6-3-1-0 | IROS (L)=0-0-0-0 PL= 12-0 | IROS (P)=6-5-1-0 | IROS (L)=0-0-0-0 continuous 4 integrity 7 5 Matches 3 improvement accessible 5 2 listener 2 competence 5 3 wisdom 7 strategic partnerships 5 6 accountability 4 accountability 4 4 courage 4 inspiring 4 5 innovation 4 commitment 3 5 inspiring 5 human dignity 3 4 adaptability 4 innovation 3 4 balance (home/work) 4 open communication 3 2 humour/fun 5 patience 3 5 vision 3 7 Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = Organisational S = SocietalLeadership Values Plot Copyright 2010 Barrett Values Centre December 2010
    12. 12. Joe Smith (15 Assessors) JOE: 10 VALUES OBSERVED VALUES REQUESTED VALUES LEVEL (Self) (OV) (RV) 7 6 5 4 3 2 1 | IROS (P)= 4-4-1-0 | IROS (L)= 0-1-0-0 | IROS (P)= 6-3-0-0 | IROS (L)= 1-0-0-0 | IROS (P)= 7-5-2-0 | IROS (L)= 0-0-0-0 connecting with customers 6(O) ambitious 10 3(I) celebrating together 6 5(O) Matches 1(R) 10 3(I) 6 6(R) controlling (L) neatness and order coaching/ mentoringSelf-OV 5 honesty 5(I) accountability 8 4(R) delivering on promises 6 3(I)OV-RV 4 building trust 5(R) business/ industry developing others 6 4(O)Self-RV 2 8 4(I) collaborative working 6(R) knowledge commitment 5 5(I) 4(R) commitment 8 5(I) 5 5(R) Health accountability inspiringIndex (PL) ambitious 3(I) delivering on promises 7 3(I) listening 5 2(R) 3(I) down to earth 6 3(I) 5 4(I) Self 9-1 delivering on promises open to new ideas OV 9-1 3(I) long hours (L) 6 3(I) 4 3(I) neatness and order ambitious RV 14-0 3(R) reliable 6 3(R) 4 4(I) reliable balance (home/work) accessible 5 2(R) 4 3(I) down to earth 4 5(I) positive attitude 4 4(R) providing feedback 4 4(R) team builderLeadership Values Plot Copyright 2011 Barrett Values Centre June 2011
    13. 13. Cultural Transformation Begins with Personal Transformation CVA Current Culture PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 7% Entropy 9% Entropy customer satisfaction 16 Level 2 continuous learning 11 Level 4 commitment 11 Level 5 generosity 11 Level 5 continuous learning 11 Level 4 commitment 10 Level 5 making a difference 11 Level 6 positive attitude 10 Level 5 global perspective 9 Level 3 vision 10 Level 7 mentoring 9 Level 6 ambitious 9 Level 3 enthusiasm 8 Level 5 making a difference 8 Level 6 leadership development 8 Level 6 results orientation 8 Level 3 integrity 7 Level 5 honesty 7 Level 5 open communication 7 Level 2 integrity 7 Level 5 optimism 7 Level 5 intuition 7 Level 6 shared values 7 Level 5 leadership developer 7 Level 6www.valuescentre.com 13

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