Using the Five Ps to Drive Organizational Change


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Is everyone in the organization practicing the principles critical to your organization’s success? In this competitive landscape, organizations cannot afford deficiencies in execution. Discover a way to focus, unify and align everyone in the organization around a few vital core principles. Simplify how you approach organizational change. Use the Five Ps so that your organization makes needed change, delivers on its promises and excels.

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Using the Five Ps to Drive Organizational Change

  1. 1. Using the Five Ps to Drive Sheila L. Margolis, PhD   ©2014 Sheila L. Margolis
  2. 2. Organizations Are Constantly Going through Change… Some Good, Some Wasteful and Some Damaging
  3. 3. Let’s Simplify Organizational Change
  4. 4. Let’s Use the Five Ps to Drive Organizational Change 5  
  5. 5. Think About Your Organization Using the Five Ps: Purpose, Philosophy, Priorities, Practices & Projections
  6. 6. The Central Three Ps Are Purpose, Philosophy & Priorities: the Organization’s Core Culture
  7. 7. Core Culture Is the Organization’s Guiding Principles & Values
  8. 8. Core Culture Is the Essence of your Organization’s Culture Core Culture Is the Foundation for Why the Organization Is in Business and the Framework for How Employees Conduct Business
  9. 9. Core Culture Is the Guide for Employee Behavior, Directed at Organizational Goals, Accomplished through Shared Principles & Values
  10. 10. Therefore, Organizational Change Must Be Aligned with the Core Culture
  11. 11. To Drive Organizational Change Using the Five Ps, first, Define Core Culture --the Purpose, Philosophy & Priorities-and then, Align Practices and Projections with the Core Culture
  12. 12. The First P of the Five Ps and a Part of Core Culture Is Purpose 1  
  13. 13. Purpose Is the Fundamental Reason Why the Organization Exists
  14. 14. Purpose Is the Answer to the Question: Why Is the Work You Do Important? Purpose Is the Cause that Defines Employees’ Contribution to Society through their Work
  15. 15. Purpose Is a Human Focus Purpose Is Inspirational and Motivational
  16. 16. Purpose Is the Organization’s Role in Improving Life and the World We Live in
  17. 17. Any Organizational Change Should Ultimately Support the Purpose
  18. 18. The Second P of the Five Ps and a Part of Core Culture Is Philosophy 2  
  19. 19. Philosophy Is a Small Set of Fundamental, Distinguishing and Enduring Principles/Values that Guide How Employees Work
  20. 20. And How You Do Work Matters
  21. 21. Philosophy Is like the Personality or Character of the Organization Philosophy Provides Continuity in the Organization’s Principles & Values Over Time
  22. 22. Philosophy Is How Insiders View the Organization as Being Different, Especially from Competitors
  23. 23. Any Organizational Change Should Align with the Philosophy
  24. 24. Typically, Only Minor Changes Are Needed in the Purpose or Philosophy Unless the Organization Cannot Stay in Business Being Who It Is
  25. 25. The Third P of the Five Ps and a Part of Core Culture Are Priorities 3  
  26. 26. Priorities Are Principles & Values that Further Guide How Employees Work
  27. 27. Priorities Are Where Organizations Embed Change in the Core Culture
  28. 28. Organizations Have Strategic and Universal Priorities
  29. 29. Strategic Priorities Are Linked to Business Goals Strategic Priorities Are the Additional Principles/Values Needed to Achieve the Organization’s Strategy When You Change Strategy, Evaluate Changing Strategic Priorities
  30. 30. Strategic Priorities Enhance the Competitiveness of the Organization and Enable It to Thrive
  31. 31. Changing Strategic Priorities Is a Way to Shape Culture and Drive Change
  32. 32. Universal Priorities Are the Values that Promote an Engaged Workforce: Fit, Trust, Caring, Communication, Achievement & Ownership
  33. 33. Universal Priorities Questions: Do I Fit? Do I Trust Them? Do They Care About Me? Am I Informed and Do They Listen? Am I Growing, Developing, Achieving? Do I Feel Like an Owner? Employees Who Answer “Yes” to these Questions Are More Likely to Be Engaged
  34. 34. Change May Be Required if the Organization Is Deficient in any of these Universal Priorities
  35. 35. Any Organizational Change Should Support the Strategic and/or Universal Priorities
  36. 36. Most Organizational Change Is with the Remaining Two Ps: Internal & External Practices and Projections
  37. 37. Core Culture Is Meaningless if It’s Not Infused into Practices and Projections
  38. 38. Most of the Changes an Organization Needs Is to Be Better at Practicing and Projecting the Principles & Values of the Core Culture
  39. 39. The Fourth P of the Five Ps Is Practices 4  
  40. 40. Practices Are the Behaviors and Actions of Employees of the Organization
  41. 41. Practices Are Opportunities to Convert Core Culture Principles & Values into Actions
  42. 42. Practices Can Be Internal or External
  43. 43. Internal Practices Affect Employee-to-Employee Interactions
  44. 44. Internal Practices Include the Structure of the Organization; How Work Is Designed; and Systems, Processes, Equipment & Technology for Doing Work
  45. 45. Internal Practices also Include Internal Communications and HR Practices such as Recruitment, Selection & Retention; On-boarding; Training & Development; and Performance Management
  46. 46. External Practices Affect Employee Behaviors with Others Outside the Organization
  47. 47. External Practices Include Markets & Customers, Products & Services Offered and Suppliers/Vendors & Business Partners
  48. 48. Review Internal and External Practices Are Practices Aligned with the Core Culture? Do Practices Support and Reflect the Core Culture? If Not, Then Make Change
  49. 49. The Fifth P of the Five Ps Is Projections 5  
  50. 50. Projections Are the Images the Organization Projects to the Public
  51. 51. Projections Include the Organization’s Name, Logo & Symbols; Marketing, PR & Advertising; Employee Dress/Uniforms; Offices & Stores; Location of Company Headquarters; Image of the Leader; and Community Activities
  52. 52. Review Projections Are Projections Aligned with the Core Culture? If Not, Then Make Change
  53. 53. Screen Potential Changes by Answering this Question: Does the Change Align with and Support the Core Culture?
  54. 54. Change Is Difficult Change Adds Uncertainty Change Can Be Threatening
  55. 55. For any Change to Stick, the Change Must Be Aligned with the Core Culture
  56. 56. Because Core Culture Is Who the Organization Is and How It Must Be to Thrive
  57. 57. And Core Culture Is What Loyal Employees Are Connected To
  58. 58. Use the Five Ps to Drive Organizational Change
  59. 59.