Cultural Transformation Tools  Overview 2010  www.valuescentre.comwww.valuescentre.com              0
The Values Centre Vision and Mission               Internal                           External               Partners     ...
Global Cultural Transformation Tools (CTT) Network                               2,497 CTT                               c...
Global Distribution of CTT Consultants (2009) Countries with CTT Network Consultants (68)Argentina        Hong Kong     Po...
Use of CTT Values Assessments     330,469 people     participated in     1,566 values     assessments     in 2009www.value...
Relative Number of Assessments by Industry (2008)www.valuescentre.com                              5
Sample of Clients                   ANZ Bank                          Mars                   Austin Energy                ...
Completed National Assessments    Denmark            Latvia   Sweden      Canada    Iceland            Bhutan   USA       ...
Customised Values Templatescustomer          satisfaction,         employee           fulfillment,       opencommunication...
Survey Languages                        Assessments available in                        30 languages                      ...
What is culture?         1. client satisfaction                1. blame L         2. making a difference                2....
Maslow’s Needs to Barrett’s Consciousness                                             Self-                               ...
Cultural Transformation Tools                       Assessment instruments for measuring the                       conscio...
The Barrett Seven Levels of Consciousness ModelServiceMaking aDifference                   SpiritualInternal CohesionTrans...
Survival Consciousness  PRIMARY FOCUS: Foundations for Survival                                       Personal    Service ...
Relationship Consciousness   PRIMARY FOCUS: Relationships & Connectivity                                        Personal  ...
Self-esteem Consciousness   PRIMARY FOCUS: Self-esteem & Performance                                      Personal    Serv...
Transformation Consciousness  PRIMARY FOCUS: Learning & Continuous improvement    Service                                 ...
Internal Cohesion Consciousness   PRIMARY FOCUS: Alignment & Authenticity    Service                                      ...
Making a Difference Consciousness   PRIMARY FOCUS: Collaboration & Partnerships    Service                                ...
Service Consciousness  PRIMARY FOCUS: Selfless Service    Service                                    Personal    Making a ...
The Barrett Seven Levels of Organisational Consciousness                                         Positive Focus / Excessiv...
Full Spectrum Story•    Level 7 – Ethical behaviour; doing things because it is the right thing to     do. Long term persp...
Full Spectrum Sustainability  Service                            Society  Making a  Difference                         Com...
Full Spectrum Organisational Consciousness  Service                         Long-term perspective  Making a  Difference   ...
CBT Staff (154)                             Personal Values                                Current Culture Values         ...
www.valuescentre.com   26
Cost of Limiting Values•   Short-term Focus                                          £3,489,818•   Confusion              ...
Aligned Organization – Sterling Bank (979)                           Personal Values                                   Cur...
Whole Systems Change     Cultural Evolution  www.valuescentre.comwww.valuescentre.com        29
Signature Workshop                             2006              Implementing              Whole-System                Cha...
Cultural Evolution – Whole System Change                                Values                       Behaviors       Indiv...
Values Based Decision Making  www.valuescentre.comwww.valuescentre.com             32
Five Modes of Decision Making                            Based on what wants to emerge.           INTUITION               ...
Background information  www.valuescentre.comwww.valuescentre.com       34
Cultural Entropy         Cultural entropy         represents the degree of dysfunction in a culture          Entropy      ...
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CTT overview

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  • Consultants are located all over the globe and there are many opportunities to connect and collaborate with fellow CTT consultants.
  • It’s a simple process to add new languages to our system. All reports are delivered in English, however once a new language is added all data can be downloaded and sent in other languages.
  • Key pointsFull Spectrum is another way to think about sustainability. Organisations that are conscious at all 7 levels will be and are far more sustainableMany companies are not yet Full Spectrum but consider themselves to be on a journey to Full Spectrum
  • Key pointsFull Spectrum is another way to think about sustainability. Organisations that are conscious at all 7 levels will be and are far more sustainableMany companies are not yet Full Spectrum but consider themselves to be on a journey to Full Spectrum
  • CTT overview

    1. 1. Cultural Transformation Tools Overview 2010 www.valuescentre.comwww.valuescentre.com 0
    2. 2. The Values Centre Vision and Mission Internal External Partners Society To be a global resource for the To create a values-driven societyVision evolution of human consciousness Employees Customers To build a worldwide network of To support leaders in buildingMission change agents committed to values-driven organisations cultural transformationOur Employee fulfillment CommitmentValues Shared Vision Customer satisfactionwww.valuescentre.com 1
    3. 3. Global Cultural Transformation Tools (CTT) Network 2,497 CTT consultants & change agents located in 68 countrieswww.valuescentre.com 2
    4. 4. Global Distribution of CTT Consultants (2009) Countries with CTT Network Consultants (68)Argentina Hong Kong PolandAustralia Hungary Portugal CTT Consultants by Region (2497)Barbados Iceland Puerto Rico 1200Belgium India RussiaBotswana Indonesia Senegal 1000 990Brazil Israel SeychellesCanada Italy Singapore 800Chile Japan SloveniaChina Kenya South Africa 600 506Colombia Korea Spain 410Czech Republic Latvia Suriname 400 343Denmark Lesotho Sweden 200 165Dominican Luxemburg Switzerland 68Republic Macedonia Thailand 0 10 4Ecuador Malaysia Trinidad & TobagoEgypt Mexico TurkeyFinland Namibia UkraineFrance Netherlands UARGermany New Zealand UKGhana Nicaragua USAGibraltar Norway VenezuelaGreece Panama Zimbabwe www.valuescentre.com 3
    5. 5. Use of CTT Values Assessments 330,469 people participated in 1,566 values assessments in 2009www.valuescentre.com 4
    6. 6. Relative Number of Assessments by Industry (2008)www.valuescentre.com 5
    7. 7. 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 6
    8. 8. Completed National Assessments Denmark Latvia Sweden Canada Iceland Bhutan USA Belgium UK Australiawww.valuescentre.com 7
    9. 9. Customised Values Templatescustomer satisfaction, employee fulfillment, opencommunication, efficiency, quality, job security, shared vision, leadershipdevelopment, empowerment, strategic alliances, informationsharing, professional development, global perspective, customercollaboration, productivity, respect, shared values, mentoring, work/life balancecustomer satisfaction, employee fulfillment, opencommunication, efficiency, quality, job security, shared vision, leadershipdevelopment, Database includes empowerment, strategic alliances, informationsharing, professional 2000+ values global development, perspective, customercollaboration, productivity, respect, shared values, mentoring, work/life balancecustomer satisfaction, employee fulfillment, opencommunication, efficiency, quality, job security, shared vision, leadershipdevelopment, empowerment, strategic alliances, informationsharing, professional development, global perspective, customercollaboration, productivity, respect, shared values, mentoring, work/life balancecustomer satisfaction, employee fulfillment, opencommunication, efficiency, quality, job security, shared vision, leadershipdevelopment www.valuescentre.com 8
    10. 10. Survey Languages Assessments available in 30 languages Afrikaans Flemish Polish Bulgarian German (2) Portuguese Chinese (2) Hungarian Romanian Czech Icelandic Russian Danish Indonesian Slovakian Dutch Italian Spanish (2) English (2) Japanese Swedish French (2) Macedonian Finnish Malaywww.valuescentre.com 9
    11. 11. What is culture? 1. client satisfaction 1. blame L 2. making a difference 2. short term focus L 3. integrity 3. internal competition L 4. teamwork 4. buck passing L 5. humour/fun 5. risk averse L 6. quality 6. customer satisfaction 7. ethics 7. information hoarding L 8. financial stability 8. profitTalent Financial Excellence Ethics Capability viability www.valuescentre.com 10
    12. 12. Maslow’s Needs to Barrett’s Consciousness Self- Actualization Know and Know andAbraham Maslow Understand Understand Richard Barrett Self-esteem Love & Belonging Safety Physiological Needs Consciousness www.valuescentre.com 11
    13. 13. Cultural Transformation Tools Assessment instruments for measuring the consciousness and mapping the values of individuals, teams and organisations • Individual Values Assessment Team Values Assessment Cultural Values Assessment Leadership Values Assessment Merger and Acquisition Compatibility Assessment Client Assessment of Corporate Values Coach’s Values Assessment School or Classroom Values Assessment Community or National Values Assessmentwww.valuescentre.com 12
    14. 14. The Barrett Seven Levels of Consciousness ModelServiceMaking aDifference SpiritualInternal CohesionTransformation MentalSelf-esteem EmotionalRelationshipSurvival Physicalwww.valuescentre.com 13
    15. 15. Survival Consciousness PRIMARY FOCUS: Foundations for Survival Personal Service Health Making a Financial stability Difference Job insecurity, Caution Internal Cohesion Organisational Profit Shareholder value Transformation Employee health/safety Control, Exploitation Self-esteem National/Community Economic stability Relationship Prosperity Safety Survival Corruption, Povertywww.valuescentre.com 14
    16. 16. Relationship Consciousness PRIMARY FOCUS: Relationships & Connectivity Personal Service Family Making a Friendship Difference Demanding, Being liked Internal Cohesion Organisational Customer satisfaction Open communication Transformation Respect Blame, Manipulation Self-esteem National/Community Conflict resolution Relationship Racial harmony Traditions Survival Discrimination, Victimisationwww.valuescentre.com 15
    17. 17. Self-esteem Consciousness PRIMARY FOCUS: Self-esteem & Performance Personal Service Self-confidence Making a Success Difference Arrogance, Perfectionism Internal Cohesion Organisational Efficiency Productivity Transformation Quality Bureaucracy, Complacency Self-esteem National/Community Rule of law Relationship Reliable infrastructure Government efficiency Survival Wasted resources, Illiteracywww.valuescentre.com 16
    18. 18. Transformation Consciousness PRIMARY FOCUS: Learning & Continuous improvement Service Personal Making a Courage Difference Personal growth Balance (home/work) Internal Cohesion Organisational Transformation Innovation Diversity Teamwork Self-esteem National/Community Relationship Equality Freedom of speech Adaptability Survivalwww.valuescentre.com 17
    19. 19. Internal Cohesion Consciousness PRIMARY FOCUS: Alignment & Authenticity Service Personal Making a Trust Difference Enthusiasm Creativity Internal Cohesion Organisational Transformation Integrity Cooperation Shared vision Self-esteem National/Community Relationship Dialogue Transparency Capacity for collective action Survivalwww.valuescentre.com 18
    20. 20. Making a Difference Consciousness PRIMARY FOCUS: Collaboration & Partnerships Service Personal Making a Coaching & Mentoring Difference Volunteer work Internal Cohesion Organisational Employee fulfilment Transformation Environmental awareness Strategic alliances Self-esteem National/Community Quality of life Relationship Mutually beneficial alliances Leadership Survivalwww.valuescentre.com 19
    21. 21. Service Consciousness PRIMARY FOCUS: Selfless Service Service Personal Making a Wisdom Difference Humility Compassion Internal Cohesion Organisational Transformation Ethics Social responsibility Long-term perspective Self-esteem National/Community Relationship Social justice Sustainability Future generations Survivalwww.valuescentre.com 20
    22. 22. The Barrett Seven Levels of Organisational Consciousness Positive Focus / Excessive Focus Service To Humanity and the PlanetService Social responsibility, future generations, long-term perspective, ethics, compassion, humility Strategic Alliances and PartnershipsMaking a Environmental awareness, communityDifference involvement, employee fulfilment, coaching/mentoring Building Internal CommunityInternal Cohesion Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Continuous Renewal and LearningTransformation Accountability, adaptability, empowerment, teamwor k, goals orientation, personal growth High PerformanceSelf-esteem Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Employee RecognitionRelationship Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame Financial StabilitySurvival Shareholder value, organisational growth, employee health, safety. Control, corruption, greed www.valuescentre.com 21
    23. 23. Full Spectrum Story• Level 7 – Ethical behaviour; doing things because it is the right thing to do. Long term perspective and serving the greater good.• Level 6 – Collaborative working environment, win-win outcomes. Focus on leadership development that makes a difference. Sustainability and environmental awareness.• Level 5 – Clear vision and the values are lived and demonstrated by the senior team in their decision making. High levels of trust and honesty.• Level 4 – Staff feeling engaged and empowered. Business is continually improving and developing.• Level 3 – High performing systems. E.g. Fast mortgage decisions and accurate statements. People feel a sense of pride when they tell others who they work for.• Level 2 – Satisfied customers and staff. Respectful and open communication.• Level 1 – Profitable, financially stable, fair prices and pay? Good working conditions. www.valuescentre.com 22
    24. 24. Full Spectrum Sustainability Service Society Making a Difference Community/Environment Internal Cohesion Cultural Alignment Transformation Continuous renewal Self-esteem Organisational effectiveness Relationship Harmonious relationships Survival Profit / Economic stabilitywww.valuescentre.com 23
    25. 25. 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 24
    26. 26. CBT Staff (154) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 PL= 10-0 | IRS (P)= 7-3-0 | IRS (L)= 0-0-0 PL= 4-6 | IROS (P)= 0-0-4-0 | IROS (L)= 1-0-5-0 PL= 10-0 | IROS (P)= 1-2-7-0 | IROS (L)= 0-0-0-0 Matches 1. honesty 61 Level 5 1. cost reduction 76 Level 1 1. client satisfaction 66 Level 2 PV - CC 0 2. commitment 60 Level 5 2. bureaucracy (L) 66 Level 3 2. employee fulfillment 65 Level 6 CC - DC 1 PV - DC 1 3. humor/fun 53 Level 5 3. confusion (L) 61 Level 3 3. continuous improvement 58 Level 4 4. reliability 51 Level 3 4. profit 54 Level 1 4. effective communication 56 Level 2 5. enthusiasm 44 Level 5 5. information hoarding (L) 47 Level 3 5. teamwork 50 Level 4 6. adaptability 43 Level 4 6. short-term focus (L) 47 Level 1 6. financial stability 44 Level 1 7. family 37 Level 2 7. hierarchical (L) 45 Level 3 7. adaptability 42 Level 4 8. integrity 34 Level 5 8. results orientation 39 Level 3 8. client focus 38 Level 2 9. trust 34 Level 5 9. client focus 38 Level 2 9. professionalism 35 Level 3 10. balance (home/work) 32 Level 4 10. empire building (L) 36 Level 2 10. vision 35 Level 7 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 = Societal www.valuescentre.comValues Plotwww.valuescentre.com Copyright 2008 Barrett Values Centre August 2008 25
    27. 27. www.valuescentre.com 26
    28. 28. Cost of Limiting Values• Short-term Focus £3,489,818• Confusion £3,178,636• Bureaucracy (unnecessary) £1,799,618• Empire Building £1,764,682• Information Hoarding £1,634,045• Sickness and Leavers £834,225• Hierarchical £624,327• Long Hours £187,909• Total Entropy (potential business value) £13,504,261Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.Investment Leadership – Jim Ware’s book contains data showing the comparisonbetween healthy and unhealthy cultures and bottom line performance.www.valuescentre.com 27
    29. 29. Aligned Organization – Sterling Bank (979) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 PL= 10-0 | IRS (P)= 5-5-0 | IRS (L)= 0-0-0 PL= 10-0 | IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 PL= 10-0 | IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 Matches 1. honesty 532 Level 5 1. customer service 504 Level 6 1. teamwork 513 Level 4 PV - CC 3 2. commitment 498 Level 5 2. teamwork 487 Level 4 2. customer satisfaction 491 Level 2 CC - DC 8 PV - DC 2 3. family/friendship 479 Level 2 3. customer satisfaction 476 Level 2 3. customer service 489 Level 6 4. reliability 387 Level 3 4. community 399 Level 6 4. employee fulfillment 477 Level 6 involvement 5. integrity 321 Level 5 5. community 430 Level 6 5. vision 373 Level 7 involvement 6. friendliness 294 Level 2 6. organizational growth 296 Level 1 6. integrity 337 Level 5 7. responsibility 283 Level 4 7. being the best 285 Level 3 7. commitment 301 Level 5 8. humor/fun 276 Level 5 8. integrity 275 Level 5 8. vision 295 Level 7 9. courtesy 263 Level 2 9. commitment 261 Level 5 9. being the best 288 Level 3 10. trust 255 Level 5 10. friendliness 252 Level 2 10. accessibility 274 Level 2 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 = Societal www.valuescentre.comValues Plotwww.valuescentre.com Copyright 2008 Barrett Values Centre August 2008 28
    30. 30. Whole Systems Change Cultural Evolution www.valuescentre.comwww.valuescentre.com 29
    31. 31. Signature Workshop 2006 Implementing Whole-System Changewww.valuescentre.com 30
    32. 32. Cultural Evolution – Whole System Change Values Behaviors Individual Personality Character Individual values and beliefs Individual behaviors Personal Alignment Values Mission Alignment Alignment Collective Structural Alignment Barrett Culture Social Structures Values Centre Group values and beliefs Group behaviors Group Cohesion – Capacity for Collective Actionwww.valuescentre.com 31
    33. 33. Values Based Decision Making www.valuescentre.comwww.valuescentre.com 32
    34. 34. Five Modes of Decision Making Based on what wants to emerge. INTUITION Tap into the collective unconscious Future orientation. Consciously VALUES creating the future. Based on past: Considered response. CONSCIOUS BELIEFS Pause between event and response. Based on past: Learned reaction. SUB CONSCIOUS BELIEFS Action precedes thought. Based on past: DNA encoded INSTINCTS reaction. Action precedes thought.www.valuescentre.com 33
    35. 35. Background information www.valuescentre.comwww.valuescentre.com 34
    36. 36. Cultural Entropy Cultural entropy represents the degree of dysfunction in a culture Entropy Impact <10% Prime: Healthy Functioning 11-19% Minor Issues: Requiring cultural and/or structural adjustment 20-29% Significant Issues: Requiring cultural and structural transformation, and leadership coaching 30-39% Serious Issues: Requiring cultural and structural transformation, leadership mentoring/coaching, and leadership development 40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coaching and leadership developmentwww.valuescentre.com 35

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