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Culture transformation journey
The Heineken Case Study
July 2017
2 www.catalystconsulting.co.za
Heineken Culture Transformation Journey – Year 1
Engaging and aligning on strategy, leaders...
Yr 1 exceeded targets Yr 1
recruit 300 new people, on-
board 300 BH people, align
300 brewery staff
10% revenue growth in ...
Drivers of Performance
Engagement
PerformanceLeadership
Culture
Leadership has a 70% influence
on organisational culture
#...
individual team organisation
UMU Survey: Do you think employees/ leadership are living the
behaviours?
Average scores per ...
Integrated Culture Transformation Journey
for Heineken
Knowledge
What the change looks like
Journey map
Ability
Knowledge,...
How do we get support
and measure our
progress?
Knowledge
What the change looks like
Journey map
Ability
Knowledge, skills...
High Performance Team Results
3.50
3.17 3.17
3.67
3.33
3.00
2.67
2.83
2.00
2.67
3.00
4.00
3.67
2.83
3.67
3.17
3.50
3.00
3....
What colour is your BEHAVIOUR?
HEINEKEN SA has FIVEOUR BEHAVIOURS
HEINEKEN SOUTH AFRICA
Heineken Behaviours
How do you feel about the strategic pillars? Name three emotions you felt?
Umu Feedback
Heineken SA:
Strategy and Culture Alignment
Behaviours = Results fun Linking Activity (HSA SC Leadership Forum 09 Feb 2017...
Team Tools to Develop Team Success
Factors
• For each of the team success factors there are a variety of tools that can as...
Team sharing
Self reflection – Sharing –
Building
My strengths
My potential de-railers
My aspirations in this team
(legacy...
Crucial Conversations
Purpose
& Invite
Engage
Unpack
Learn
Options
Action
Rapport
Listening
Reflecting - empathy
Questioni...
Leadership
story-telling
Energy
Edge
Emotion
Message
Observation
Identify key meeting
behaviours
Observe meetings
Team to reflect first
Feedback per behaviour
– group & indivi...
Thank You
Debbie Craig: Catalyst Consulting (Pty) Ltd
Phone +27 82 8725429
Email debbie@catalystconsulting.co.za
Web www.c...
Culture Transformation Journey
Culture Transformation Journey
Culture Transformation Journey
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Culture Transformation Journey

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Engaging and aligning on strategy, leadership & culture while building high performance teams & aligning HR team and building capability

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Culture Transformation Journey

  1. 1. Culture transformation journey The Heineken Case Study July 2017
  2. 2. 2 www.catalystconsulting.co.za Heineken Culture Transformation Journey – Year 1 Engaging and aligning on strategy, leadership & culture (behaviours) CEO vision & design Exco input & roles x 9 Building high performance teams Exco HPT sessions Aligning HR team and building capability HR strategy & team alignment session Engage Build Align Enhance Recruitment & On-boarding Functional leadership supply chain Leadership Forum Top 50 Leadership Forum Top 50 Leadership Forum Top 50 CEO & Exco review & plan CEO & Exco review & plan CEO & Exco review & plan Multi-level functional engagement sessions x supply chain (300), sales (80) Exco HPT sessions Exco HPT sessions Specific teams HPT sessions Functional Leadership HPT sessions Post change team alignment HR strategy review & capacity building HR change management capacity building HR strategy review and alignment of measures Performance Mgt Leadership Dev Talent Mgt 5 strategic pillars, visuals, metrics Enhance people practices Whole company engagement sessions Functional leadership teams x HC, finance, legal & CR, supply chain, marketing, sales Talent reviews across all functions STAR leadership program. HR fundamentals. Launch of full learning journey Targets & behaviours Perf mgt & Crucial conversations training 300 new people 300 Brandhouse 300 existing Brewery 2016 Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar
  3. 3. Yr 1 exceeded targets Yr 1 recruit 300 new people, on- board 300 BH people, align 300 brewery staff 10% revenue growth in 2016 30% revenue growth for ½ year 2017 Strongbow Cider - # 2 in Heineken Global in 6 months Highest Heineken brand growth in 2017 globally Perfect Customer Order (PCO) – from score of 46 – 75 Job creation LS & Skills Building teams Performance & talent
  4. 4. Drivers of Performance Engagement PerformanceLeadership Culture Leadership has a 70% influence on organisational culture #1 reason for leaving = relationship with direct manager Culture has a 28% impact on organisational performance (income, customer service, quality safety) Profitability = 3 x higher if employees are highly engaged Clear Vision & Strategy Transformational Leadership High Performance Teams Talent Management Right Culture Quality of talent and engagement of talent = directly linked to ability to achieve growth and profitability targets Sources: CLC, Delloittes, Aon-Hewitt, Watson Wyatt, Towers Perrin, Gallup, DDI, Institute of Work Psychology, PWC
  5. 5. individual team organisation UMU Survey: Do you think employees/ leadership are living the behaviours? Average scores per behaviour. 3.8 3.3 3.4 3.1 3.0 2.8 4.0 3.8 3.8 3.4 3.5 3.3 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 Safety First Act as an Entrepreneur Learn, to Improve Support over Control Collaborate through Trust Keep it Simple Behaviour Averages (High to Low) Heineken Employees Heineken Leadership 5 Absolutely, all the time 4 I see a lot of this happening 3 Sometimes,sometimes not 2 Only when people are looking 1 What are you talking about Rating Personal profile and charter s xx My Personality Impact My purpose and vision for myself My Strengths My Growth Opportunities My Values impact Behaviour Rating 1-5 Focus area Safety First Act as Entrepreneurs Collaborate through Trust Keep it Simple Learn, to Improve Focus on Support over Control Desired future Definition of success? Current reality Where are we now? The journey How do we get from here to there? High Performance Teams – Success Factors Structure Purpose Charter Responsibilities Teamroles Governance Scorecard Process Processes& tools Communication Creativity Confrontingreality Conflictmgt Diversitymgt People Engagement Accountability Commitment Trust Respect Teamspirit Leadership Leadership Culture Cohesiveness Empowerment RoleModel PeopleManagement Heineken Behaviours Top performers build a system, not just a structure 3 1 2 4 5 Make good decisions and make them happen Provide compelling direction and leadership Define clear decision accounta -bilities Develop and deploy talented people Excel at frontline execution Instill a high perfor- mance culture • Compelling vision and clear priorities • Cohesive leadership • Right people in right jobs • Aligned measures and incentives • High performance values and behaviors • Capacity to change • Clear roles and accountabilities for the most important decisions • Structure aligned with source of value • Superior execution of mission critical activities • Effective and efficient G&A (support) Source: Bain & Company PERSONAL VISION, IMPACT & LEGACY
  6. 6. Integrated Culture Transformation Journey for Heineken Knowledge What the change looks like Journey map Ability Knowledge, skills, behaviours, mind- sets Process alignment Desire Visible Leadership commitment Desire for change by Employees Awareness Why important to change Reinforce Measure, monitor, manage • Awareness of the need to change • Desire to participate and support the change • Knowledge of how to change (and what the change looks like) • Ability to implement the change on a day-to-day basis • Reinforcement to keep the change in place Diagnostics & Design (Phase 1) Establish priorities and needs e.g. interviews, surveys, MT team sessions to co-create the journey Leadership Forum Engagement (Phase 1) Participative processes such as World Café, Open Space, Village of Learning and other Catalyst processes. High Performance Functional Team sessions (Phase 2) - Communicating strategic priorities, culture, leadership and talent intent - What does it mean to our team? - Our plan to change and hold each other accountable Behavioural insight (Phase 2) Behavioural feedback process Capacity building (Phase 3 onwards) Leadership and staff development Priority process alignment i.e. talent management, innovation, performance & reward, decision making etc Monitoring & accountability (Phase 3 onwards) - Leadership feedback – on-going - Engagement/Culture survey - Gaps/opportunities recommendations, track actions
  7. 7. How do we get support and measure our progress? Knowledge What the change looks like Journey map Ability Knowledge, skills, behaviours, mind-sets Process alignment Desire Visible Leadership commitment Desire for change by Employees High performance teams journey example Awareness Why important to change Reinforce Measure, monitor, manage What does a high performance team look and feel like? How do we rate ourselves against high performance team? How do we build a high performance team? What are the crucial conversations we need to have as a team? What are the crucial conversations we need to have as individuals?
  8. 8. High Performance Team Results 3.50 3.17 3.17 3.67 3.33 3.00 2.67 2.83 2.00 2.67 3.00 4.00 3.67 2.83 3.67 3.17 3.50 3.00 3.33 3.83 2.17 2.83 3.83 3.33 0.00 1.00 2.00 3.00 4.00 5.00 Purpose Goals Responsibility Teamroles Governance Scorecard Processes&tools Communication Creativity Confrontingreality ConflictManagement DiversityManagement Engagement Accountability Commitment Trust Respect TeamSpirit Leadership Culture Cohesiveness Empowerment RoleModel Peoplemanagement High Performance Team
  9. 9. What colour is your BEHAVIOUR? HEINEKEN SA has FIVEOUR BEHAVIOURS HEINEKEN SOUTH AFRICA Heineken Behaviours
  10. 10. How do you feel about the strategic pillars? Name three emotions you felt? Umu Feedback
  11. 11. Heineken SA: Strategy and Culture Alignment Behaviours = Results fun Linking Activity (HSA SC Leadership Forum 09 Feb 2017) MCM input YOUR ROLE INSTRUCTION CARD Stay in characterfor the entire duration of the activity! FOR YOUR EYES ONLY Do NOT collaborate § Create something for yourself using the puzzle pieces in your bag § Do NOT share your pieces or give them to the team § When they ask you for a piece they need, look at them suspiciously and protect your turf § Blame everyone else when your team cannot complete the task YOUR ROLE INSTRUCTION CARD Stay in characterfor the entire duration of the activity! FOR YOUR EYES ONLY Complicate EVERYTHING § Over-engineer the process in every way you can § Revisit every decision that’s been made § Communicate in a long-winded, roundabout, complicated way § Focus on everything that’s not important to completing the task at hand YOUR ROLE INSTRUCTION CARD Stay in characterfor the entire duration of the activity! FOR YOUR EYES ONLY Do NOT learn, keep repeating mistakes § Continuously put the incorrect pieces together § When people correct your work, change it back to how you had it § Be closed-minded and insist on doing it your way § React defensively § Do not accept feedback from anyone YOUR ROLE INSTRUCTION CARD Stay in characterfor the entire duration of the activity! FOR YOUR EYES ONLY Do NOT act as an entrepreneur § Show a complete lack of enthusiasm for the task at hand § Take no risks and go into analysis paralysis § Sit back and wait for others to lead the way but find problems with their actions when they do § Occasionally steal a puzzle piece from your colleagues and pocket it so it’s no longer available YOUR ROLE INSTRUCTION CARD Stay in characterfor the entire duration of the activity! FOR YOUR EYES ONLY Collaborate through trust § Explicitly show trust in your colleagues’ capabilities – they have what it takes to achieve the goal § Get input from everyone – we value diversity of ideas § Build partnerships and work as a true team player § Take responsibility when things go wrong § Find ways to resolve conflicts YOUR ROLE INSTRUCTION CARD Stay in characterfor the entire duration of the activity! FOR YOUR EYES ONLY Keep it simple § Focus on the task at hand and the things that will make a difference in getting the task done right in the most efficient and effective way § Communicate clearly, purposefully and with integrity YOUR ROLE INSTRUCTION CARD Stay in characterfor the entire duration of the activity! FOR YOUR EYES ONLY Learn, to improve § Be open-minded, non-defensive and open to other’s ideas § Try not to repeat mistakes – take note of what works and what doesn’t work and learn as you go § Accept and give constructive feedback YOUR ROLE INSTRUCTION CARD Stay in characterfor the entire duration of the activity! FOR YOUR EYES ONLY Act as an entrepreneur § Show passion and enthusiasm for the task at hand § Find solutions and take calculated risks § Take ownership and action without waiting for someone else to lead the way § Be agile and open to changing how you’re doing things if it means a better path to success MASTER–ALLBEHAVIOURS(SAFETYEXCLUDED)
  12. 12. Team Tools to Develop Team Success Factors • For each of the team success factors there are a variety of tools that can assist development in that area (see team tools section):  Team purpose, vision and value proposition  Team goals charter  Role clarity & RACI charting  Belbin team roles  Governance – meeting schedules, stakeholder management, reporting  Team scorecard - objectives, measures, targets  Team tools: facilitation, planning, meeting mgt, creativity, problem solving, decision making.  Conversation skills  Communication guidelines  Innovation and creativity tools  Team feedback processes  Crucial conversations  Accountability  Conflict management skills  Diversity appreciation  Team activities and challenges to identify themes  Individual and team personality  Individual and team strengths  Team behaviours charter  ACT individual feedback process  Individual assessment for awareness and reflection  Team sharing  Expectation sharing  Personal empowerment/EQ modules  Leadership coaching  Leadership story-telling  Leader vs team member expectations  Participative methods  Empowerment strategies  People management strategies eg. Talent mgt  Leadership development
  13. 13. Team sharing Self reflection – Sharing – Building My strengths My potential de-railers My aspirations in this team (legacy) My concerns and pet hates Team Sharing
  14. 14. Crucial Conversations Purpose & Invite Engage Unpack Learn Options Action Rapport Listening Reflecting - empathy Questioning Giving & Receiving Feedback Honest Conversations
  15. 15. Leadership story-telling Energy Edge Emotion Message
  16. 16. Observation Identify key meeting behaviours Observe meetings Team to reflect first Feedback per behaviour – group & individual
  17. 17. Thank You Debbie Craig: Catalyst Consulting (Pty) Ltd Phone +27 82 8725429 Email debbie@catalystconsulting.co.za Web www.catalystconsulting.co.za facebook.com/Catalyst Consulting Pty Ltd twitter.com/@CatalystSA linkedin.com/Catalyst Consulting South Africa Contact Details

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