1. Culture Change to Avoid Catastrophe:
Lessons from the Oil Industry
Ann McGregor, Technip
&
Doug Upchurch, Insights

2. We want to share a story with you
It’s a True Story
About Real People
At a Global Oil Company
Seeking to Make a Change in
their Culture
In Order to Avoid Catastrophe
© The Insights Group Ltd, 2011. All rights reserved.

3. Changing your organization’s culture
can be like turning a large ship…
© The Insights Group Ltd, 2011. All rights reserved.

4. But more often it’s like turning
a flotilla of boats in a new direction.
© The Insights Group Ltd, 2011. All rights reserved.

5. Our Objectives
Understand key ‘tipping points’ for
organizational climate and culture change
and how to reach them
Use practical tools to raise organizational
self-awareness and influence behavior to get
results
Create an action plan to understand your
business challenges and the steps we as
L&D professionals can take to address them
© The Insights Group Ltd, 2011. All rights reserved.

6. For the next 70+ minutes…
We’re in a flotilla together.
Introduce yourself to someone in a boat beside you and
share your answers to the following questions:
• Why drew you to this session?
• What is one memorable change you’ve experienced in
your career so far? What made it memorable?
• Who is one person that you think will personally benefit
from what you learn here today? How will they benefit?
© The Insights Group Ltd, 2011. All rights reserved.

7. A Word about Organization Culture
Organizational culture is the collective behavior of people
that are part of an organization, it is also formed by the
organization values, visions, norms, working language,
systems, and symbols, it includes beliefs and habits.
It is also the pattern of such collective behaviors and
assumptions that are taught to new organizational
members as a way of perceiving, and even thinking and
feeling.
Organizational culture affects the way people and groups
interact with each other, with clients, and with stakeholders
Source: http://en.wikipedia.org/wiki/Organizational_culture
© The Insights Group Ltd, 2011. All rights reserved.

8. Climate and Culture
Climate
• The current attitudes and behaviors demonstrated in
the organization
Culture
• When you embed and sustain the climate, it
becomes the culture
Sustained and embedded climate change
creates culture change, either intentionally or
unintentionally.
© The Insights Group Ltd, 2011. All rights reserved.

9. Climate and Culture
Change at Technip

10. The Pulse Program

11. Finding the balance
Video to insert here

12. Video
 In the quest for more man creates the very best
 What about the consequences?
 We need to find the balance
 Social actions
 Environmental initiatives
 Evolution of laws and requirements
 Improvement of safety performance
 Alternative energy
 Recycling
 Seeking the best for everyone

14. Organisational culture
“Simply targeting the
mistakes of BP’s operators
and supervisors misses the
underlying and significant
cultural, human factors and
organisational causes of
the disaster that have a
greater preventative
impact.”
(CSB Report into BP Texas City Disaster (2007),
emphasis added)

15. Safety Climate Survey… Value?
BP Texas City safety climate survey
(months before the disaster)

16. Global Survey Results 2008
If your line manager were to fail in one of the following areas,
which would they view as most serious?
Technip group 2008
Environ. 7%
Safety Schedule Budget Reputation
36% 24% 17% 16%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
% responding as line manager's first priority
64% of our leaders would
prefer to fail in Safety over
Schedule, Budget, Reputation
or Environment

17. What is Pulse
Pulse is the brand name
for Technip's unique
global HSE climate
change programme
The health and safety of our people is a core value
and an absolute commitment

18. HSE Climate
“Workforce perceptions about the way managers enact
safety policy and practices.”
Zohar, Flin, Griffin, Neale et al, 2000s
“If it feels right, smells right and
tastes right, it’s almost surely the
right thing and you will be on the
right track.”
“It’s Your Ship” Captain D. Michael Abrashoff, Former
Commander, USS Benfold

19. Technip Group HSE
People
• HR Planning
• Competencies
Culture Assets
• Vessels /Plants
• Leadership
• Equipment
• Communication
• ROV’s
• Behaviour
• Dive Systems
BBS
COACH ORCA II HSE
Performance Systems
• Reliability • Internal
• Benchmarking • Commercial
• Management • Supply Chain

21. Olympism is a philosophy of life, exalting and combining in a
balanced whole the qualities of body, will and mind. Blending sport
with culture and education.

23. 24 Footer can be customized

24. 25 Footer can be customized

25. Pulse Overview
Vision  Pulse Value for Life
HSE values embedded & demonstrated by all
Strategy  Impact ALL to create an HSE climate of
Performance Excellence
Focus Areas  Leadership and Communication
Pulse Menu Tailored components for effective engagement of all
personnel:
 Pulse Safety Climate Survey
 Pulse HSE Leadership
 Pulse Recharge for Leaders
 Pulse HSE Leadership for Engineers
 Pulse Manager & Supervisor training
 Pulse Articulus
 Pulse for the Workforce
 Pulse Coaches

26. A Common Language for
Communication
Step 4: Take Action
Step 3: Adapt and Connect
Step 2: Understand Others
Step 1: Understand Self
© Andrew Lothian, Insights, Dundee, Scotland, 2006. All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks.

27. Let’s find out a little
more about our flotilla!

28. accurate factual challenging
concise firm assertive
structured
tactful determined
correct strong-willed
consistent
daring
exact conventional courageous objective
analytical cautious forceful well-argued
diplomatic decisive
calculating logical
driving purposeful
realistic
steady
reliable patient
enthusiastic persuasive
constant amenable co-operative fun optimistic
outgoing
caring friendly stable convincing mobile
sensitive
loyal active impulsive cheerful
calm harmonious
reflective influencing engaging
accommodating sociable
Circle the words that you would say
© The Insights Group Ltd, 2011. All rights reserved.
most accurately describe you.

29. The Four Insights Discovery
Colour Energies
• We are never
just one color Cautious
Precise
Competitive
Demanding
Deliberate Determined
• We have a Questioning Strong-willed
Formal Purposeful
combination of Caring Sociable
all 4 Insights Encouraging Dynamic
Sharing Demonstrative
Discovery Color Patient Enthusiastic
Energies within Relaxed Persuasive
us
© The Insights Group Ltd, 2011. All rights reserved.

30. Communication
The meaning of communication is the
feedback we receive…..
31 Footer can be customized

31. Pulse Communication Week
 Leadership by example
 Communication of a globally
consistent message
 Connecting people and providing
time for HSE engagement and
discussion

33. Communication is 2-Way
 Measurement of progress through
listening and understanding
 “See the ship through the crew’s eyes” -
Captain D. Michael Abrashoff
 The four most important words in business
“What do you think?” - Tom Peters
 “Businesses that are most successful
connect with everyone as an individual” -
Screw Business As Usual, Richard
Branson
“Learn from yesterday, live for today, hope for tomorrow. The important
thing is not to stop questioning.” - Einstein

34. Transformational Leadership
“You must be the
change you wish
to see in the
world.’”
Mahatma Gandhi

35. Transformational Leadership
YOU create the climate
INSPIRATION
VISION
ROLE MODEL
SHARED
GOALS
MOTIVATION PARTICIPATION
TRUST AUTHENTICITY

36. Insights® Transformational Leadership
Cool Blue – Fiery Red –
Ensuring consistency and reliability. Determining direction.
Establishing strategic principles. Initiating key actions.
Evaluating critical processes. Challenging constructively.
Honouring & applying personal and Delivering key results.
collective wisdom.
Earth Green – Sunshine Yellow –
Nurturing growth. Inspiring and motivating.
Serving others. Injecting energy and optimism.
Establishing trust. Visioning new possibilities.
Demonstrating loyalty Establishing effective
and commitment. relationships.
© Andrew Lothian, Insights, Dundee, Scotland, 2006. All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade

37. Personal Reflection > ACTION
HSE & Business Excellence

38. Our Journey 2008 – 2011
 17.500 data set
 150+ qualified internal trainers
 11.000+ persons participated in Pulse
 Strong brand established
 Impact across 46 countries 30.000 people
 Internal/external visibility
 Personal & project success stories
 On-going Program growth & development

39. Pulse is what you make it
“We cannot predict the future
but we can create it”
Great By Choice – Jim Collins
"Learn from yesterday, live for today, hope for tomorrow.
The important thing is not to stop questioning.”
Einstein

40. Creating Culture
Change in Your
Organization
Practical Tools and
Lessons Learned

41. Tipping Points in Culture Change
Stage of Change Desired Positive Outcome
Clarify the Change Aware Stakeholders
Communicate the Change Shared Understanding
Foster Acceptance Acceptance of Imminent Change
Implement the Change Successful Application
Sustain the Change Advocates and Champions
The key to successful
culture change is
high levels of engagement.
© The Insights Group Ltd, 2011. All rights reserved.
Source: Making Change Work Ltd, Insights Vancouver

42. The Tipping Points At Technip
Stage of Change How it Happened at Technip
Clarify the Change “I want Technip to be the Reference Company in
the industry for HSE.” – Thierry Pilenko
Organization Survey
Communicate the Change Top 360 Leaders attend Inaugural Pulse Program
Foster Acceptance Involved Top 360 Leaders in creating the Change:
Value Statement and Leadership Performance
Standards
Implement the Change Roll out of Pulse Program to Everyone
Menu of Program Options to meet all audiences
Sustain the Change Internally Branded Program with Internal Trainers,
Especially Senior Team Members that are not a
part of HSE
Refresher Element of Each Course
Coaching: Strategic and Pulse@Work Coaches
© The Insights Group Ltd, 2011. All rights reserved.
Source: Making Change Work Ltd, Insights Vancouver

43. Practical Tools for Culture Change
Understanding Your Culture
• Organizational Survey with Interviews
Making it Personal and Aligning Teams and Leaders
• A Common Language and Teambuilding Tools (Insights Discovery)
Creating a Strong Internal Brand
• Pulse Imagery, Value Statement, Posters, etc.
Creating a Common Language for Communications
• Storytelling Skills (Articulus) and Insights Discovery
Experiential Learning
• Face to Face Pulse Training and Workshops
© The Insights Group Ltd, 2011. All rights reserved.

44. Your Role as an L&D Leader
Consider Your Action Plan
Connect with your Key Top Sponsors
Discover Where You Are Now
Create a Diverse Offering of Learning Experiences
© The Insights Group Ltd, 2011. All rights reserved.

46. What Are Your Next Steps?
Is there a Culture Change that you are
needing to support in your organization?
What is one thing you can do during the
next 6 weeks to help support the
change?
© The Insights Group Ltd, 2011. All rights reserved.

47. Your G-WAVE Action Plan
Goal: What is one thing you can do during the next 6
weeks to help support your desired culture change?
WHY is this step What is the specific
important to the culture ACTION(S) you will
change? take?
W A
E V
Who can you VISUALIZE how it will
ENGAGE to support look when you have
you with this action? accomplished this goal.
Share this with one of your flotilla friends!
© The Insights Group Ltd, 2011. All rights reserved.

48. We hope you’ll remember our time together…
© The Insights Group Ltd, 2011. All rights reserved.

49. To Create Aligned and Effective
Culture Change in Your Organization
© The Insights Group Ltd, 2011. All rights reserved.

50. Thank You!
Ann McGregor – Director HSE Group
• anmcgregor@technip.com
Doug Upchurch – Strategic Consultant
• dupchurch@insights.com
• Twitter: @insightsdoug
© The Insights Group Ltd, 2011. All rights reserved.