This is a 5-Phase Organizational Culture Transformation Program that covers the development of Core Values - its definitions, descriptors, measurement approach and transformational initiatives to enable achievement of its Vision, Mission and Strategic Objectives.

1. 5 Phase
Organizational Culture
Transformation Program
Wong Yew Yip
yewyip@gmail.com

2. 2
What is Organizational Culture?
 It is about individuals in an
organization sharing patterns of
behavior based on shared beliefs
and values
 It is the sum total of an
organization's past and current
experiences, philosophy, and
values that hold it together
 It is based on shared attitudes,
beliefs, customs, express or
implied, and written and unwritten
rules that the organization develops
over time that have worked well

3. Objects
(Shared
Things)
Talk
(Shared
Sayings)
Behavior
(Shared
Doings)
Emotion
(Shared
Feelings)
3
Organizational Culture is about . . .
Culture

4. 4
Or, very simply, Organizational Culture is . . .

5. 5
What are Core Values?
The core values of an organization form the foundation on
which individuals perform work and conduct themselves
Operating practices and processes constantly change to improve
but Core Values should be enduring and unchanging
Core Values . . .
 Govern personal relationships
 Guide business processes
 Clarify who we are
 Articulate what we stand for
 Help explain why we do business the way we do
 Direct us on how to teach
 Show us how to reward
 Lead us in making decisions
 Underpin the whole organization

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When do Values have Value?
Values have value only when:
 they are commonly understood
 they are unanimously subscribed to
 they are lived by everyone

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Core Values & Change
To change an organisation
in any significant or lasting way,
you need to change the
VALUES and BELIEFS
that lie at the CORE

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Major Point about Changing Culture
 Changing organizational culture
is not like changing clothes
 One can change outward
appearances, e.g. by giving the
organization a new image/logo,
organizing staff parties,
introducing new processes and
models, etc
 But, to have a significant and
lasting impact, negative values
must be discarded and changed
 Changing culture is definitely
hard to do, and, generally, will
take considerable time and effort

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Weak & Strong Cultures
 Staff understand and
respond to culture
 Little need for policies
and procedures
 Consistent behaviour
 Culture is embedded
Strong
 Little alignment with
business values
 Need for extensive
policies/procedures
 Inconsistent behaviour
 Culture is enforced
Weak
 In a strong work culture, most people in the organization agree on the culture.
When it is weak, they do not
 A weak organizational culture can be the result of many subcultures
 Each department or work group may have its own culture. Within
departments, the staff and managers may each have their own culture

10. 10
Culture is Learned
 People learn to perform certain
behaviors through either rewards or
negative consequences that follow
their behavior
 When a behavior is rewarded, it is
repeated and the association
eventually becomes part of the culture
 A simple thank you from a supervisor
for work performed well, molds the
culture
 Employees learn culture by interacting
with other employees as most
behaviors involve other employees

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Organizational Culture Transformation Program
An Organizational Culture
Transformation Program
covers the development of
Core Values - its definitions,
descriptors, measurement approach
and transformational initiatives to
enable achievement of its Vision,
Mission and Strategic Objectives

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Organizational Culture Transformation Program
5 - Phase Organizational Culture Transformation Program
DEFINE
the Culture
Phase 1
FORM
Culture
Transformation
Team
Phase 2
IMPLEMENT
Transformation
Initiatives
Phase 3
MEASURE
Culture
Commitment
Phase 4
MONITOR
Culture
Improvement
Phase 5
Identify key
beliefs aligned to
Vision, Mission &
Brand Promise
Define Value
Definitions &
Descriptors
Develop
Commitment
Levels and
Measurement
1.3
1.2
1.1
Form high level
Culture
Transformation
Team
Define roles &
responsibilities
Develop
Culture
Transformation
Plan /Roadmap
2.3
2.2
2.1
Obtain
Management
approval for
Transformation
Plan
Implement
Culture
Transformation
Initiatives
Assess
effectiveness
of Initiatives
and Enhance
3.3
3.2
3.1
Measure
Culture
Commitment
Levels
Assess Culture
gaps & Root
Causes
Report to
Management
4.3
4.2
4.1
Resolve
Culture Gaps
5.1
Evaluate
Culture
Transformation
Program
5.2
Report
progress to
Management
5.3

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Wrong approaches to select Core Values
 CEO or Management decides
the Core Values without other
staff involvement
 Involve staff but select core
values based on ranking or
number of “likes” from a given
list of core values
 Core Values created from
company acronym or word e.g.
TIGER - Trust, Innovative,
Growth, Excellence, Respect

14. 14
Funnel Technique to select Core Values
Vision,
Mission
Business
Strategies
External
reviews Surveys,
Complaints,
Feedbacks
Brand
Promise
“Value” Pool
Shortlisted
Values
Value
Selection
Value
Definition
Value
Descriptor
Commitment
Level
For each
Core Value
Selected
Core Values

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• A formal statement of the exact meaning of a Value
• Written using KISS principle
• Comparable to the same video playing in everyone's mind
Value Definition
INTEGRITYExamples of Value Definitions
• We discharge our responsibilities as entrusted to us by all our stakeholders
without fear or favor
• We firmly adhere to a strict ethical and moral code, demonstrating the highest
standard of behavior, taking ownership to do things right and accountable for
all our actions
• We strictly adhere to a standard of value or conduct, personal honesty and
independence
• Adhering to high ethical principles and standards, basing our actions on doing
the right thing at the right time for the right reason

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Value Descriptor
A value element or term that serves to describe
and identify the Value
Specify the “observable and actionable
behavior“ that are required for each required
Value at the different commitment levels
How everyone in the Organization should
understand, interpret and explain it
Can be used to measure and rate the
demonstration of behavior of the Value

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5 Levels Commitment Measurement
LEVEL 5
Role-Model
I am guided by the core values in everything I
do, even when no one is watching and I will
set an example that others want to follow
LEVEL 4
High Compliance
I see the benefits in practicing the core
values and I will do more than expected
LEVEL 3
Compliance
I understand what are expected and I will
comply as this is a requirement
LEVEL 2
Low Compliance
I don’t see the benefits and I comply only to
keep my job
LEVEL 1
Anti-Compliance
I don’t believe in this, I won’t follow and I
may even go against it
Organizational and Staff Commitment Levels can be measured . . .

18. 18
Values with Commitment Levels
VALUE DEFINITION
INTEGRITY
We firmly adhere to a strict ethical and moral code with timely deliverables as
committed, and persist in incorruptible actions with accountability
COMMITMENT LEVEL VALUES DESCRIPTORS
LEVEL 5
ROLE-MODEL
1. Role model clear and uncompromised ethics and
morals
2. Walk the Talk on what is right or wrong
3. Foster the highest standard of professional and
personal behavior
4. Always keep promises and deliver commitments
5. Fully responsible and accountable for all actions
LEVEL 4
HIGH COMPLIANCE
1. Credible with uncompromised ethics
2. Honorable and keep promises despite obstacles
3. Principled with high morals
4. Take ownership at all times
5. Accept accountability for all actions without fail
LEVEL 3
COMPLIANCE
1. Comply with organization's code of ethics as
required
2. Honest and keep promises
3. Demonstrate appropriate morals
4. Take ownership as required
5. Accept accountability for actions as required
LEVEL 2
LOW COMPLIANCE
1. Have to be reminded on organization's code of
ethics
2. Honesty is doubtful and maybe deceitful
3. Demonstrate appropriate morals under
supervision
4. Take ownership only when instructed
5. Has to be compelled to accept accountability for
actions
LEVEL 1
ANTI-COMPLIANCE
1. Act against organization's code of ethics
2. Dishonest and lie
3. Low morals and cannot be trusted
4. Shift ownership to others
5. Blame others instead of being accountable for
actions

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VALUES
CULTURE COMMITMENT LEVELS
LEVEL 1
ANTI-COMPLIANCE
LEVEL 2
LOW COMPLIANCE
LEVEL 3
COMPLIANCE
LEVEL 4
HIGH COMPLIANCE
LEVEL 5
ROLE-MODEL
BUSINESS
DRIVEN
The company's business is not
my business as I still get my
salary and benefits no matter
how good or bad the company is
doing and may even act against
the organizations'
implementation of projects
Does not understand the
business objectives of the
Organization and undertakes
projects and actions just for the
sake of compliance
Understands the Organization's
business goals and its KPIs and
executes actions according to
plans as required
Takes ownership and
responsibility to proactively
initiate and implement projects or
actions in alignment to the
Organization's business
strategies and action plans
Takes the lead, be the enabler
and inspire teams to drive the
Organization's business
initiatives and projects to
become competitive in the
industry in order to achieve its
business goals
EMBRACE
CHANGE
Acts against any change to new
ways or better processes
through gossiping, "toilet talk",
giving excuses and blaming
others
Does not accept that changes
are necessary and will only
change to new ways and work
processes when instructed
Accepts the needs to change in
order to sustain performance
and adapts to the changes as
instructed without putting in extra
A change agent who initiates
changes to respond to the
business environment by
implementing new ways and
better processes in order to
improve performance
A change agent who accelerates
changes to respond to the
business challenges by quickly
adapting to new practices,
initiates better ways and drives
changes in the organization to
grow the organization's business
COLLECTIVE
COMMITMENT
Disagrees with the organization's
business objectives, does not
participate in team projects and
may even display degenerative
behavior to disregard
responsibility or accountability
Lacks commitment, personally or
to the team, taking minimum
personal ownership,
responsibility and accountability
just to ensure continuation of
service
Fulfills job requirements only with
the commitment to perform as
required without adding value to
the team, taking basic personal
ownership, responsibility or
accountability
Motivated and committed to work
as a team, taking personal
ownership to lead team
members or support others to
initiate and implement the
organization's strategies and
action plans
Leads by example, committing
oneself sacrificially to the
organization beyond existing
boundaries, inspires and
motivates other members in the
team to extraordinary
performance
PROACTIVE
ENGAGEMENT
Does not participate in business
projects even when asked to and
may instigate others not to
participate
Participates in business projects
only when required and does not
provide solutions or suggestions
Participates and responds
accordingly in business projects
as required and provides
recommendations only when
requested
Actively participates, generates
new ideas and role model
positive engagement behaviors
to influence on others to
participate in business projects
Possesses the drive and passion
to ensure the success of every
business strategy and project
implementation with active
participation, break-through
ideas and leadership to respond
to business demand
SPEEDY
EXECUTION
Has no sense of urgency at all,
delaying on purpose, slows
down others and may even
influence others to slow down
Completes business projects
and tasks on time as instructed
due to low sense of urgency and
will require close monitoring and
follow-up
Completes business projects
and tasks on time as directed
without making efforts to beat
deadlines
Has high sense of urgency and
beats deadlines to complete
business projects and tasks,
even if it means making
sacrifices
Role models the delivery of all
commitments before set
deadlines, inspires others the
sense of urgency in all business
projects and provides the
necessary support to the team
Consolidated Values with Commitment Levels

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Culture Transformation Program Blueprint
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
EXCO
Session
Senior
Management
Session
(Project Team)
Culture
Transformation
Program
Assessment
Culture Transformation Implementation
Initiatives
• Communication & Promotion
• Training/Culture Transformation Workshops
• Culture Commitment Assessment
• Analysis & Identify Culture Gaps
• Leadership
• PMS (linking Commitment Level to KPIs)
• Work Support System
• Program Monitoring & Evaluation
• Reporting to Management
• Program enhancement
Actual Initiatives & Implementation Plan to be
developed and approved during the EXCO &
Senior Management Sessions
Step 1 Step 2 Step 3 Step 4 Step 5&

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EXCO Session
To establish the desired Core Values for Time dotCom with the clear
definitions, descriptors and commitment levels for measurement, and
develop the Culture Transformation Plan for implementation
PURPOSE
1.Systematically select the appropriate Core Values as the foundation of
Time dotCom Culture
2.Develop the definition and descriptors for each Value to ensure common
and consistent interpretation and demonstration.
3.Identify key strategies and initiatives for the Culture Transformation
Program Implementation Plan
4.Full commitment from Management to internalize, champion, role-model
and support the Core Values and Implementation Plan
OBJECTIVES

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Senior Management Session
To form the Culture Transformation Program Project Team with specific roles and
responsibilities to plan and implement strategies and initiatives in promoting and
inculcating the new Time dotCom Culture
PURPOSE
1. Explain Organization Culture and Core Values
2. Describe the 5-Phase Culture Transformation Program
3. State Time dotCom 5 Core Values and their Definitions
4. Recognize the 5 Commitment Levels and the Descriptors for each level
5. Form and organize the Project Team with roles and responsibilities
6. Develop Project Team Charter
7. Measure Project Team Commitment Level
8. Develop Implementation Plan with detailed action plans, initiatives and timelines
9. Prepare Session Output Report to Management for approval and
implementation of Culture Transformation Program
OBJECTIVES

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Culture Transformation Program Management
Management
Committee
Community
Team 1
Community
Team 2
Community
Team 3
Community
Team 4
Community
Team 5
Community
Team 6
Project
Leader
Implementation Teams

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Factors for Successful Culture Transformation
Form a powerful
coalition of
supporters of
culture
transformation
Communicate
the vision of
desired culture
Plan and
create
short-term
wins
Institutionalize
new approaches
Establish a
sense of
urgency
Create a vision
of desired
culture
Empower
others to act on
the culture
transformation
Consolidate
improvements
and initiate more
culture changes

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Culture Transformation Project Status Report
Project Title
Project Description
No. Actions Resp.
Completion
Date
Status/Remarks
1.
2.
3.
4.
5.
6.
Project Status as at
………………………
Exceed
Target
On
Target
Below
Target
Project Dates
Start : End :
Project Deliverables
Project Team &
Responsibility
Project Leader :
Project Team :

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Culture Shift
Level 1 Level 2 Level 3 Level 4 Level 5
Culture Commitment Level
Population
t1
t2
t3
t4
Culture
Assessment
Over Time
Culture will show higher commitment levels when the Culture
Transformation Program Blueprint is successfully implemented

27. Thank You
Wong Yew Yip
yewyip@gmail.com