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CMI Presentation On Aligning Culture 15 Sept 2011
- 1. Aligning Culture: Secret Weapon inEffective Change Management Sally-Anne Cotton September 2011
- 2. Questions that ConcernChange Managers How to get the buy in and support of stakeholder groups? How to keep focus in the face of “1,000” initiatives? How to identify potential roadblocks early and deal with them? How to loosen people’s attachment to old systems? How to prevent the culture killing the change? How to ensure the long term sustainability of the project? People ∆ Culture ∆ Performance
- 3. 50 – 70%of Change or Integration Efforts Fail! IBM, 2008 Carleton and Lineberry, 2004 People ∆ Culture ∆ Performance
- 4. The Alligator RiverStory
- 5. The Alligator River Abigail Gregory Sinbad Ivan Slug Rank all 5 of the characters 1 = Best … or least despicable 5 = Worst … or most despicable Use each number only once
- 6. The Alligator River Loves Gregory Abigail Asked Sinbad to take her across the river Turns to Ivan for help – to no avail Agrees to Sinbad’s terms and crosses river to Gregory Gregory Lives on opposite side of the river Casts Abigail aside with distain Agrees to take Abigail over river if she sleeps with him Sinbad Honours his word when Abigail concedes Abigail turns to Ivan with her plight Ivan He does not want to be involved at all Heartsick & dejected Abigail turns to Slug Slug Slug feels compassion for Abigail He beats Gregory brutally As sun sets we hear Abigail laughing at Gregory 1 = best / least despicable 5 = worst / most despicable
- 7. The Challenge forChange Managers & Organisations People ∆ Culture ∆ Performance
- 8. Triple Faceted CulturalAlignment Process Map the Map the Pulse the Culture Networks Behaviours • Cultural Alignment/ • Networks • Signature Behaviours Misalignment • Weak links • Key influencer groups • Entropy • Influence gateways • Monitor progress • Bridging values • Optimise relationships • Increase collaboration • Behaviours & integration • Build connected competence • Sustain development People ∆ Culture ∆ Performance
- 9. Map the Culture Aligning the Winds & Currents Mapping the culture to determine the alignment between: •Personal Values & the Current Culture •Current Culture & Desired Culture •Personal Values & Desired Culture And the level & nature of what limits the team or organisation (Entropy) Identify & Embed Signature Behaviours Personal Current Desired Values Culture Culture People ∆ Culture ∆ Performance
- 10. What Cultural EntropyLooks Like What does 46% entropy look like? Energy available for productive work Non-productive or destructive energy People ∆ Culture ∆ Performance
- 11. The Language ofEntropy Change Team Organisation bureaucracy (9) hierarchy (8) silo mentality (7) long hours (1) long hours (3) confusion (2) information hoarding (2) power (1) internal competition (6) internal competition (1) empire building (2) short-term focus (5) control (4) control (1) job insecurity (3) job insecurity (1) caution (2) exploitation (1) 4 out of 120: 4% 55 out of 120: 46% People ∆ Culture ∆ Performance
- 13. Identify the Networks Aligning the Winds & Currents Identify Formal & Informal Networks. Leverage Gateways and Blockage Points Influencers and Saboteurs Trust Levels People ∆ Culture ∆ Performance
- 14. Building the StakeholderInfluence Matrix Cohesive, Misaligned, well connected groups disconnected groups Social Network Analysis (SNA) Efficiency: Optimise relationship interfaces Effectiveness: Build connected competence Innovation: Leverage relationships to generate & implement ideas People ∆ Culture ∆ Performance
- 15. Leveraging Stakeholder Influence Key Stakeholder Leverage The 12% most connected people Loose influenced 50% of the relationships People ∆ Culture ∆ Performance
- 16. What People DoScreams Louder Than What They Say ‘80-90% of employee behaviour is determined by what managerial leadership attends to, measures, rewards, controls, reacts to, models and coaches.’ Towers Perrin 2004 People ∆ Culture ∆ Performance
- 17. Pulse the Behaviours Aligning the Winds & Currents Tracking the Signature Behaviours Identifies gaps and guides personal development Reinforces positive behaviour over time 95% improve by 3rd Pulse People ∆ Culture ∆ Performance
- 18. Pulsing Signature Behaviours Promotes Development of Others Group Individual Tri-annual trend analysis Measures hard and soft skills Tracks organisational direction / objectives Influences self directed shaping and shifting of behaviours Whole of system philosophy People ∆ Culture ∆ Performance
- 19. Dynamic Real TimeDashboard Signature Behaviours Demonstrates Promotes Respect for Development of Contributions Others Innovate Makes Appropriately Company Proud Encourages Demonstrates Staff Cost Conscious Empowerment People ∆ Culture ∆ Performance
- 20. Bringing It AllTogether Accelerate Leverage Align Behavioural Change Networks Personal Current Desired Values Culture Culture Culture People ∆ Culture ∆ Performance
- 21. Aligning the WholeSystem behind the Change Personal Alignment Vision Mission Alignment Alignment Structural Alignment People ∆ Culture ∆ Performance
- 22. The Secret Weaponof any Change - Aligning People to their New Pond People ∆ Culture ∆ Performance
- 23. For more information Please call us on 03 8796 0796 or 0416 11 54 11 – Sally-Anne Cotton 0438 194 944 – Peter McDonald Or email info@executivealchemist.com.au People ∆ Culture ∆ Performance