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Nuremberg: Values-driven organizations, communities and societies

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Experiences of using the Cultural Transformation Tools in building values-driven communities and nations. The second lecture as part of tour of Germany in April 2016.

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Nuremberg: Values-driven organizations, communities and societies

  1. 1. Values-driven Organizations and Societies Richard Barrett
  2. 2. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 2 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE BUILDING A VALUES-DRIVEN CULTURE WHY ARE VALUES-DRIVEN CULTURES IMPORTANT?
  3. 3. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 3 Values Alignment Performance BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
  4. 4. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 4 WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL? BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR PEOPLE, AND …
  5. 5. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 5 … THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS Suppliers Community
  6. 6. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 6 S&P 500 Average Annualized Return 16.39% Average Annualized Return 4.12% BCWF The Best Companies to Work For engender high levels of employee engagement and commitment, because the leaders of these organisations focus on meeting their employee’s needs. The Top 40 Best Companies to Work For (USA)
  7. 7. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 7 The Top 40 Best Companies to Work For (USA) Adobe Systems Inc. Adobe Systems Inc. Aflac Inc. Amazon.com Inc. American Express Co. Autodesk Inc. Build-A-Bear Workshop Inc. Capital Trust Inc. Class A. Chesapeake Energy Corp. Devon Energy Corp. Dreamworks Animation SKG Inc. EOG Resources FactSet Research Systems Inc. General Mills Inc. Goldman Sachs Group Inc. Goldman Sachs Group Inc. Google Inc. Class A. Hasbro, Inc. Intel Corp. Intuit Inc. Marriott International Inc. Mattel Inc. Medical Properties Trust Inc. Men’s Wearhouse Microsoft Corp. National Instruments Corp. NetApp Inc. Nordstrom Inc. Novo Nordisk, A/S ADR Novo Nordisk, A/S ADR Nustar Energy, L.P. Publix Super Mkts, Inc. Qualcomm Inc. Rackspace Hosting Inc. Salesforce.com Inc. Southern Michigan Bankcorp. St Jude Medical, Inc. Starbucks Corporation Stryker Corporation SVB Financial Group Ultimate Software Group, Inc. Umpqua Holdings Corporation Whole Food Markets, Inc.
  8. 8. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 8 Investments in Values and Culture pay back! >500 Culture Ambassadors to facilitate and support values-driven culture “Dedicated and persistent work with our wanted culture is one of our most critical success factors” Results Customer Satisfaction From 60 to 90% Employee Satisfaction 90% …5 years Owners Trust Low to High! Delivery Precision 55 to 90% Attractive Employer Best in Class! Systematic Approach >100 tools and methods for active dialogues and reinforcement Consistently Shared Mission, Vision Values
  9. 9. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 9 Intangible Assets make up most of market value 17% 32% 68% 80% 84% 83% 68% 32% 20% 16% 0% 20% 40% 60% 80% 100% 1975 1985 1995 2005 2015 Intangible Assets Tangible Assets Source: Ocean Tomo LLC, January 2015 Components of S&P 500
  10. 10. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 10 “No matter how far reaching the vision or how brilliant the strategy, neither will be realized if it is not supported by the organisational culture.” Luther Johnson Peter Drucker “CULTURE EATS STRATEGY FOR BREAKFAST”
  11. 11. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 11 Peters and Waterman, “In Search of Excellence: Lessons from America’s best run companies”, 1983 Clarifying the value system and breathing life into it are the greatest contributions a leader can make. The Leader and the Values
  12. 12. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 12 The Three Mantras of Organizational Performance Cultural Capital is the new frontier of competitive advantage. Mantras Implications The Culture of an organizations is a reflection of leadership consciousness Measurement matters. If you can measure it, you can manage it. Who you are and what your organization stands for is vitally important. Organizational transformation begins with the personal transformation of the leaders You can make the evolution of consciousness, conscious Focus on Vision, Mission and Values Begins with Leading Self Measure and Map the Values
  13. 13. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 13 The Culture Change Process 1. Cultural Values Assessment 2. Share results and start dialogue 3. Prioritize values 4. Identify behaviours 5. Create culture development plan 6. Implement changes and programmes ENTROPY PERFORMANCE
  14. 14. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 14 BUILDING A VALUES-DRIVEN ORGANIZATION START WITH A VALUES SURVEY
  15. 15. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 15 PERSONAL VALUES Which of the following values/behaviours most reflect who you are? Pick ten. CURRENT CULTURE Which of the following values/behaviours most reflect how your organisation currently operates? Pick ten. DESIRED CULTURE Which of the following values/behaviours most reflect how you would like your organisation to operate? Pick ten.
  16. 16. Highly Engaged Team (19) customer satisfaction 13 2(O) making a difference 13 6(S) commitment 10 5(I) employee fulfilment 10 6(O) continuous improvement 9 4(O) humour/ fun 9 5(O) shared vision 9 5(O) customer collaboration 8 6(O) balance (home/work) 6 4(O) teamwork 6 4 (R) customer satisfaction 12 2(O) continuous improvement 10 4(O) employee fulfilment 10 6(O) making a difference 9 6(S) shared vision 9 5(O) continuous learning 8 4(O) accountability 6 4(R) innovation 6 4(O) teamwork 6 4(R) trust 6 5(R) Values PlotCopyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Matches PV - CC 4 CC - DC 6 PV - DC 4 Cultural Entropy: Current Culture 7% family 15 2(R) making a difference 13 6(S) humour/ fun 11 5(I) well-being 11 6(I) continuous learning 10 4(I) commitment 8 5(I) accountability 7 4(R) financial stability 7 1(I) trust 7 5(R) compassion 6 7(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0
  17. 17. Highly Engaged Team (19) Personal Values Values DistributionCopyright 2015 Barrett Values Centre Positive Values Potentially Limiting Values Current Culture Values Desired Culture Values C T S 2 1 3 4 5 6 7 C = Common Good T = Transformation S = Self-Interest 0% 0% 0% 5% 14% 9% 21% 25% 17% 9% 0% 20% 40% 60% 1 2 3 4 5 6 7 2% 0% 5% 6% 10% 4% 20% 28% 24% 1% 0% 20% 40% 60% 1 2 3 4 5 6 7 0% 0% 0% 5% 9% 10% 27% 23% 22% 4% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24 Personal Entropy = 0% Cultural Entropy = 7% Cultural Entropy = 0% Low level of Cultural Entropy = High level of Employee Engagement 26% 46% 28% 25% 48% 27% 26% 50% 24%
  18. 18. Highly Disengaged Team(24) confusion (L) 15 3(O) long hours (L) 12 3(O) short-term focus (L) 11 1(O) blame (L) 10 2(R) information hoarding (L) 9 3(R) manipulation (L) 8 2(R) hierarchy (L) 8 3(O) results orientation 7 3(O) bureaucracy (L) 6 3(O) quality 6 3(O) continuous improvement 11 4(O) information sharing 10 4(O) quality 9 3(O) customer satisfaction 8 2(O) teamwork 8 4(R) accountability 7 4(R) professionalism 7 3(O) efficiency 6 3(O) balance (home/work) 6 4(O) continuous learning 6 4(O) Values PlotCopyright 2016 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Matches PV - CC 0 CC - DC 1 PV - DC 2 Cultural Entropy: Current Culture 47% commitment 26 5(I) honesty 12 5(I) integrity 9 5(I) adaptability 8 4(I) continuous learning 8 4(I) responsibility 8 4(I) cooperation 8 5(R) efficiency 7 3(I) family 6 2(R) humour/ fun 6 5(I) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0
  19. 19. Highly Disengaged Team (47) Personal Values Values DistributionCopyright 2016 Barrett Values Centre Positive Values Potentially Limiting Values Current Culture Values Desired Culture Values C T S 2 1 3 4 5 6 7 C = Common Good T = Transformation S = Self-Interest 2% 0% 0% 6% 10% 13% 21% 36% 7% 5% 0% 20% 40% 60% 1 2 3 4 5 6 7 11% 11% 25% 6% 6% 11% 16% 7% 5% 2% 0% 20% 40% 60% 1 2 3 4 5 6 7 2% 0% 0% 3% 10% 18% 32% 23% 9% 3% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33 Personal Entropy = 2% Cultural Entropy = 2% High level of Cultural Entropy = Low level of Employee Engagement Cultural Entropy = 47%
  20. 20. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 20 What is Cultural Entropy? The amount of energy that is consumed in an organisation doing unnecessary or unproductive work that does not add value. It is a measure of the conflict, friction and frustration that employees encounter in their day-to-day activities that prevent the organisation from operating at peak performance.
  21. 21. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 21 Cultural entropy is a function of the personal entropy of the current leaders of an organisation and institutional legacy of past leaders as embedded in the structures, systems, policies and procedures. How Does Cultural Entropy Arise?
  22. 22. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 22 What is Personal Entropy? Personal entropy is the amount of fear-driven energy that a person expresses in his or her day- to-day interactions with other people. It is a measure of a lack of a person’s lack of personal mastery skills. Fear-driven energy arises from the conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.
  23. 23. continuous learning 11 Level 4 generosity 11 Level 5 commitment 10 Level 5 positive attitude 10 Level 5 vision 10 Level 7 ambitious 9 Level 3 making a difference 8 Level 6 results orientation 8 Level 3 honesty 7 Level 5 integrity 7 Level 5 intuition 7 Level 6 leadership developer 7 Level 6 1. customer satisfaction 16 Level 2 2. commitment 11 Level 5 3. continuous learning 11 Level 4 4. making a difference 11 Level 6 5. global perspective 9 Level 3 6. mentoring 9 Level 6 7. enthusiasm 8 Level 5 8. leadership development 8 Level 6 9. integrity 7 Level 5 10. open communication 7 Level 2 11. optimism 7 Level 5 12. shared values 7 Level 5 Cultural Evolution Begins with Personal Evolution Cultural Entropy 7%Personal Entropy 9% Culture ValuesLeader’s Values The culture of an organisation is a reflection of leadership consciousness. CVA Current Culture PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Internal Cohesion LVA Feedback 27 Assessors PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Internal Cohesion
  24. 24. The culture of an organisation is a reflection of leadership consciousness. LV A Feedback 14 Assessors PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0 Cultural Evolution Begins with Personal Evolution power (L) 11 Level 3 blame (L) 10 Level 2 demanding (L) 10 Level 2 manipulative (L) 10 Level 2 experience 9 Level 3 controlling (L) 8 Level 1 arrogant (L) 7 Level 3 authoritarian (L) 6 Level 1 exploitative (L) 6 Level 1 ruthless (L) 6 Level 1 1. short-term focus (L) 13 Level 1 2. blame (L) 11 Level 2 3. manipulation (L) 10 Level 2 4. caution (L) 7 Level 1 5. cynicism (L) 7 Level 3 6. bureaucracy (L) 6 Level 3 7. control (L) 6 Level 1 8. cost reduction 5 Level 1 9. empire building (L) 5 Level 2 10. image (L) 5 Level 3 11. long hours (L) 5 Level 3 CVA Current Culture PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 Cultural Entropy 38%Personal Entropy 64% Culture ValuesLeader’s Values
  25. 25. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 25 How to Measure Personal Entropy? LEADER’S VALUES Which of the following values/behaviours most reflect how you operate? Pick ten. ASSESSOR’S OBSERVED VALUES OF LEADER Which of the following values/behaviours most reflect how Leader “X” operates? Pick ten. http://www.valuescentre.com/our-products/products- leaders/leadership-values-assessment-lva LEADERSHIP VALUES ASSESSMENT
  26. 26. long hours (L) 16 3(I) quality conscious 13 3(O) drive and determination 12 4(I) analytical 10 3(I) commitment 10 5(I) cautious (L) 8 1(I) reliable 8 3(R) achievement 7 3(I) demanding (L) 7 2(R) internally competitive (L) 6 2(R) strategic thinker 6 4(I) High Entropy Leader (20 Assessors) Matches 3 adaptability 4(I) connecting with stakeholders 6(R) drive and determination 4(I) goals orientation 4(O) innovative 4(I) long hours (L) 3(I) making a difference 6(O) strategic thinker 4(I) vision 7(I) win-win partnerships 6(O) Level Leader Observed Values 7 6 5 4 3 2 1 PL= 9-1 | IROS (P)=5-1-3-0 | IROS (L)=1-0-0-0 PL= 7-4 | IROS (P)=5-1-1-0 | IROS (L)=2-2-0-0 Orange=Values Match P=Positive L=Potentially Limiting (white circle) I=Individual R=Relationship O=Organisational S=Societal Entropy = 27%
  27. 27. 10% 50% 30% 10% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 40-50-10 Entropy = 10% CTS = 20-20-60 Entropy = 27% Leader High Entropy Leader (20 Assessors) Positive Values Potentially Limiting Values Observed Values C T S C=Common Good T=Transformation S=Self-Interest 9% 8% 10% 1% 7% 25% 20% 12% 5% 3% 0% 20% 40% 60% 1 2 3 4 5 6 7 1 2 3 4 5 6 7
  28. 28. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 28 BUILDING A VALUES-DRIVEN CULTURE THE JOURNEY
  29. 29. SA Bank: Evolution of Current Culture 1. cost-consciousness 2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven 7. bureaucracy (L) 8. results orientation 9. client satisfaction 10. silo mentality (L) 2005 1. cost-consciousness 2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven 7. profit 8. bureaucracy (L) 9. teamwork 10. community involvement 2006 1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness 5. community involvement 6. performance driven 7. profit 8. achievement 9. being the best 10. results orientation 2007 2008 1. accountability 2. client-driven 3. client satisfaction 4. community involvement 5. achievement 6. cost-consciousness 7. teamwork 8. performance driven 9. being the best 10. delivery 3 Matches CC- DC Entropy 25% 4 Matches CC- DC Entropy 19% 4 Matches CC- DC Entropy 17% 5 Matches CC- DC Entropy 14%
  30. 30. SA Bank: Evolution of Current Culture 2009 2010 2011 1. accountability 2. client-driven 3. client satisfaction 4. cost-consciousness 5. community involvement 6. achievement 7. teamwork 8. employee recognition 9. being the best 10. performance driven 1. accountability 2. client satisfaction 3. client-driven 4. teamwork 5. brand reputation 6. being the best 7. achievement 8. commitment 9. community involvement 10. cost-consciousness 1. accountability 2. client-driven 3. client satisfaction 4. brand reputation 5. achievement 6. teamwork 7. environmental awareness 8. commitment 9. being the best 10. cost-consciousness 6 Matches CC- DC Entropy 13% 6 Matches CC- DC Entropy 13% 6 Matches CC- DC Entropy 11% 2012 1. accountability 2. client satisfaction 3. client-driven 4. brand reputation 5. teamwork 6. employee recognition 7. environmental awareness 8. performance driven 9. community involvement 10. people-centred 5 Matches CC- DC Entropy 10%
  31. 31. SA Bank: Evolution of Current Culture 2013 2014 5 Matches CC- DC Entropy 11% 6 Matches CC- DC Entropy 13% 1. accountability 2. client satisfaction 3. client-driven 4. brand reputation 5. employee recognition 6. performance driven 7. teamwork 8. achievement 9. integrity 10. community involvement 1. accountability 2. client satisfaction 3. client-driven 4. brand reputation 5. employee recognition 6. teamwork 7. performance driven 8. environmental awareness 9. community involvement 10. commitment Despite a slight rise in cultural entropy, profitability and productivity continue to increase year on year.
  32. 32. Evolution of Number of Survey Participants 8% 25% 38% 51% 67% 73% 77% 75% 74% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 2005200620072008200920102011201220132014 Percentage of employees voluntarily participating in the values assessment grew significantly each year as people realized that the leaders of the organisation were paying attention to the results of the assessment.
  33. 33. Cultural Entropy Evolution Cultural entropy reduction led to improved performance through increased employee engagement, increased revenues, improved productivity, and increase in share price. 25% 19% 17% 14% 13% 13% 11% 10% 11% 13% 0% 5% 10% 15% 20% 25% 30% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Cutlural Entropy
  34. 34. Income Evolution 0% 5% 10% 15% 20% 25% 30% 0 5000 10000 15000 20000 25000 30000 35000 40000 45000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Income Cultural Entropy Annual income increases as cultural entropy falls. Global Economic Meltdown
  35. 35. 0% 5% 10% 15% 20% 25% 30% 0 200 400 600 800 1000 1200 1400 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Revenue per Capita Cultural Entropy Income per capita increases as cultural entropy falls. Productivity Evolution Global Economic Meltdown
  36. 36. 0% 5% 10% 15% 20% 25% 30% 0 2000 4000 6000 8000 10000 12000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Profit Cutlural Entropy Profit increases as cultural entropy falls. Profit Evolution Global Economic Meltdown
  37. 37. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 37 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE VALUES-DRIVEN SOCIETIES
  38. 38. CTT National Assessments – Status November 2015 Denmark 2008 Latvia 2007 Sweden 2009, 2010, 2011, 2012, 2013, 2014 Iceland 2008, 2010 2014 Belgium 2010,2014 UK 2012 Finland 2010, 2011 Switzerland 2011 France 2012, 2013 2014 USA 2009, 2010, 2011 Australia 2009 Canada 2009 South Africa 2011 Bhutan 2007 Brazil 2010 Nigeria 2012 Argentina 2001** Singapore 2012, 2015 UAE 2012 South America North America Africa Asia Oceania Europe Venezuela 2010 ** Trinidad & Tobago 2012 ** Not statistically valid Italy 2012
  39. 39. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 39 Cultural Values Assessment of Iceland
  40. 40. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 40 Cultural Values Assessment of Iceland materialistic short-term focus educational opportunities uncertainty about the future corruption elitism material needs Wasted resources gender discrimination blame accountability family employment opportunities financial stability optimism dependable public services honesty social responsibility human rights poverty reduction family honesty responsibility accountability financial stability trust friendship positive attitude humour/fun adaptability respect Personal Values Desired CultureCurrent Culture Cultural Entropy 53%
  41. 41. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 41 Cultural Values Assessment of Iceland 1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability
  42. 42. The Value of Values
  43. 43. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 43 Cultural Values Assessment of Latvia Beliefs Divide Values Unite
  44. 44. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 44 Cultural Values Assessment of Latvia
  45. 45. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 46 Cultural Values Assessment of USA family caring honesty responsibility humor/ fun accountability respect positive attitude integrity friendship caring family humor/ fun honesty friendship responsibility compassion respect accountability positive attitude Democrat Personal Values Republican Personal Values
  46. 46. Community Building in Australia Values based development for poor and socially excluded citizens to reintegrate into work and society Grass roots community development
  47. 47. Community Transformation in Australia
  48. 48. Community Transformation in Australia The journey of community transformation and the path to self determination starts with.... Extensive community engagement and the identification of community values and vision. ‘Self belief leads to self determination and community ownership’
  49. 49. Community Transformation in Australia RESULTS  60% Increase in employment  100% Reduction in children attending “safe house”  50% Decrease in adult court appearances  Community owned policy and programs
  50. 50. Community Transformation in Australia community engagement 6(S) community ownership 4(S) leadership development 6(O) opportunity 4(O) working together 4(R) teamwork 4(R) belonging 2(R) positive attitude 5(I) confidence 3(I) hope 4(I) respect 2(R) blame (L) 2(R) confusion (L) 3(O) caution (L) 1(I) control (L) 1(R) information hoarding (L) 3(R) human rights 7(S) leadership development 6(O) working together 4(R) exploitation (L) 1(O) respect 2(R) Level 2011 CURRENT CULTURE 2014 CURRENT CULTURE 7 6 5 4 3 2 1 IROS (P)= 0-2-1-1 | IROS (L)=1-3-2-0 IROS (P)= 3-4-2-2 | IROS (L)=0-0-0-0 CULTURAL ENTROPY 13% 33%2011 2014
  51. 51. Community Building in Sweden Transforming public administration in municipal communities
  52. 52. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 53 Storuman Härnösand Leksand Östhammar Mellerud Göteborg Värnamo Halmstad Sölvesborg Community Transformation in Sweden
  53. 53. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 54 Politicians Civil Servants Citizens "Bridging the government citizen gap"
  54. 54. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 55
  55. 55. UK Values Alliance Formed in 2012 after UK National Values Assessment Putting values at the heart of UK Society http://valuesalliance.co.uk/
  56. 56. UK Values Alliance The UK Values Alliance is a collaborative group that is seeking to promote values in society. We formed as a result of the recent UK National Values Survey, which demonstrated a large gap between the personal values of UK residents and the values they see at a national level. We are a hub for individuals and organisations active or interested in the field of values. Our belief is that by acting together, we can make a bigger difference than we can by acting alone. Our stated purpose is to build a better UK society by helping individuals and organisations be more aware of, understand and live their values.
  57. 57. For more information and get a copy of this presentation go to: www.richardbarrett.net & www.valuescentre.com

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