The aim is to aid YOU to see the value of this SCRUM Conference and to fully embrace new concepts and understand its importance in the development of Leadership styles, Individuals, Teams and the overall organisation that you work or partner with.

1. Presented by
MICHAELENE HOLDER-MARCH RGN RM
LLB MSc, MIAEM MISQEM FInstAM,
FCMI, FBCS
UNLOCKING
ORGANISATIONAL
CULTURE THAT
PREVENTS INNOVATION
AND LEARNING
MHM HEALTH
CONSULTANCY
www.mhmhealthconsultancy.c
om
NURUHSKINCARE
www.nuruhskincare.com

2. “A Learning Company is an
organisation that facilitates the
learning of all its members and
continually transforms itself. ”
-PEDLER, 1991

3. OVERVIEW
The aim is to aid YOU to see the value of this SCRUM
Conference and to fully embrace new concepts and
understand its importance in the development of
Leadership styles, Individuals, Teams and the overall
organisation that you work or partner with.

4. “We all have equal opportunity to
succeed if we can master the art of
speaking less, marketing our
intellect, connecting with the right
people, personality and intuitive
power”
Personal Observation Damindra Dias

6. MENTOR
PRODUCER DIRECTORMANAGER
INNOVATOR FACILITATOR
CO-ORDINATOR
ENTREPENEUR
WHO ARE YOU TODAY?
Choose a job title
LEADER
CEO
ALL OF
THE ABOVE
POSITIVE
DISRUPTER
CONSULTANT
ANALYSTUNSURE??
NOT LISTED

7. 1ST
STEP - WHO AM I?
What are my
transferable
skills?
01
Do I have
what it
takes?
02
Do I want to
share my
knowledge?
03
What skills
do I have?
04
What am I
“best”
known for?
.
What additional
skills do I need
after today?
What would or could I
do to trigger
organisational
change?
What are my
values and do
they impact on
my work life?
I am a Team
player ..really????
Following this conference,
what do I want to do short
and long term?
Do I have what it
takes?

8. DISCUSS?

9. IMPACT CHANGE!
MAKE A CHANGE
RECOGNISE
NETWORK POTENTIAL
SEEK OUT EXPERTS
NAVIGATORS
RECOGNISE YOUR
POTENTIAL
Now
Today
Success
Vision

10. EMBARK ON SHARED LEARNING
The phrase “knowledge is power” is
“If I keep all the knowledge to myself,
I will have power.” This is the hoarder
model. It’s based on the fawed
assumption that knowledge is in short
supply, and that if we “give it away”
by sharing what we know, we lose
something.
“Knowledge shared is empowerment ”
is recognising the reality that
knowledge isn’t a “thing” that when
we share it ,we give it away, we no

11. “ WHEN THE RATE OF CHANGE
OUTSIDE EXCEEDS THE RATE
OF CHANGE INSIDE, THE END
IS IN SIGHT.”
-JACK WELCH

12. Personal mastery – create an
environment that encourages personal and
organisational goals to be developed and
realised in partnership
Mental models – know that a person’s
'internal' picture of their environment will
shape their decisions and behaviour
Shared vision – build a sense of group
commitment by developing shared images
of the future
Team learning – transform conversational and
collective thinking skills, so that a group’s
capacity to reliably develop intelligence and
ability is greater than the sum of its individual
member's talents
System thinking – develop the ability to see
the 'big picture' within an organisation and
understand how changes in one area afect the
whole system

13. WHY ORGANISATIONS DON’T LEARN?
Over reliance
on past
performance.
“fixed”
mindset versus
“growth.”
The attribution
bias.
Fear of
failure.
Cultural
Iceberg

14. What does
your
Cultural
Iceberg
looks like?

16. ESSENTIAL 3 STEPS TO INVIGORATE
CULTURE CHANGE AND STIMULATE
ORGANISATIONAL INNOVATION AND
LEARNING

18. NOTABLE CHANGE
People discard their old
ways of thinking and the
standard routines they use
for solving problems or
doing their jobs
Old is replaced by new
People sublimate their
personal self-interest and
fragmented departmental
interests to work together to
achieve the organisation’s
Collaboration
Members think of all organisational
processes, activities, functions,
and interactions with the
environment as part of a system of
interrelationships.
Us not you
People openly communicate
with each other (across
vertical and horizontal
boundaries) without fear of
criticism or punishment.
Communicate

20. UNLOCKING ORGANISATIONAL CULTURE THAT PREVENT
INNOVATION AND LEARNING

21. THERE ARE THREE TYPES OF PEOPLE
• Ones that make things happen
• Those that let it happen
• And the ones that don’t know what
happened.
Which one are you going to be?

22. TO UNLOCK ORGANISATIONAL CULTURE
THAT PREVENTS INNOVATION AND
LEARNING…..STARTS WITH YOU!