Coode Associates Case Study - United Biscuits
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The private equity owners of an international food manufacturer installed a new CEO to improve performance after years of underperformance. The CEO focused on transforming the dysfunctional culture rather than changing leadership. With support from Coode Associates, the CEO created a new leadership team, reorganized the structure, and emphasized the role of leadership and culture in success. Coode Associates helped create a shared vision and aligned the leadership, engaged employees, and aligned practices to support the new culture. This cultural transformation led to dramatic improvements in financial and organizational performance, with the business ranking first in customer surveys compared to 18th previously.
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1) The document discusses organizational culture and climate, and their importance in shaping employee behavior and organizational success.
2) It explores ways to build a positive culture, such as defining values, training leaders, celebrating successes, and communicating regularly.
3) The document also provides an example of how global shipping company Maersk Line improved culture and saw benefits like increased retention and cost savings.
Organizational Behavior CH 17
This document discusses organizational change and development. It identifies four forces that drive change, including technology, globalization, demography, and competition. It describes Lewin's force field analysis model and reasons why people resist change, such as costs, routines, and the unknown. Strategies to minimize resistance include communication, training, involvement, and stress management. Organization development is defined as a planned, system-wide effort led by change agents using behavioral science to improve effectiveness. Appreciative inquiry focuses on an organization's strengths rather than problems. Ethical issues in organization development include power dynamics, privacy, and consultants' roles.
Success Factors to Transform the Team
The document discusses four success factors for transforming a team: 1) having a clear vision for how transformation will enable the team's goals, 2) maintaining flexibility and agility during transformation, 3) appreciating the importance of people and bringing them along during the process, and 4) providing strong leadership, management, and governance to motivate the team during transformation.
chapter 12 Corporate Culture and Leadership Keys to Good Strat
chapter 12 Corporate Culture and Leadership: Keys to Good Strategy Execution
© 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
Copyright Image Source/Getty Images
In this chapter, we explore the two remaining managerial tasks that contribute to good strategy execution: creating a corporate culture that supports good strategy execution and leading the strategy execution process.
© McGraw-Hill Education
3–1
Learning Objectives
After reading this chapter, you should be able to:
Understand the key features of a company’s corporate culture and the role of a company’s core values and ethical standards in building corporate culture.
Explain how and why a company’s culture can aid the drive for proficient strategy execution.
Identify the kinds of actions management can take to change a problem corporate culture.
Recognize what constitutes effective managerial leadership in achieving superior strategy execution.
© McGraw Hill
Instilling a Corporate Culture Conducive to Good Strategy Execution
Corporate culture:
Is the meshing of shared values, beliefs, business principles, and traditions that imbues a firm’s operating style, behavioral norms, ingrained attitudes, and work atmosphere.
Is important because it influences the firm’s actions and approaches to conducting business.
© McGraw Hill
Corporate culture refers to the shared values, ingrained attitudes, core beliefs and company traditions that determine norms of behavior, accepted work practices, and styles of operating.
© McGraw-Hill Education.
12-3
Identifying the Key Features of a Company’s Corporate Culture
Access to text alternative for slide image.
© McGraw Hill
Eight key features of a company's corporate culture are:
Values, principles, and ethical standards in actual use
Management practices and organizational policies
Atmosphere and spirit embodied in the firm's work climate
How managers and employees interact and relate to one another
Strength of peer pressure to conform and observe norms
Actions and behaviors encouraged and rewarded
Traditions and stories and "how we do things around here"
How the firm treats its stakeholders
© McGraw-Hill Education.
12-4
FIGURE 12.1 The Two Culture-Building Roles of a Company’s Core Values and Ethical Standards
Access the text alternative for slide image.
© McGraw Hill
A company’s culture is grounded in and shaped by its core values and ethical standards. A company's stated core values and ethical principles (1) foster a work climate where company personnel share common and strongly held convictions about how the company's business is to be conducted and (2) provide company personnel with guidance about how to do their jobs —steering them toward both doing things right and doing the right thing.
© McGraw-Hill Education.
12-5
Embedding Cultural Norms in the Organization and Perpetuating the Cu ...
David essppt ch2
The document discusses the importance of vision and mission statements for strategic management. It provides examples of vision and mission statements from different organizations and evaluates what makes an effective mission statement. An effective mission statement should be broad in scope, generate strategic alternatives, reconcile diverse stakeholders, and be dynamic. It should also arouse positive feelings, motivate readers, and provide criteria for strategy selection.
United Minds’ Forward to Work: Designing the Employee Experience of the Future
In our sixth session, “Designing the Employee Experience of the Future,” TIAA's Chief Associate Experience & Employee Relations Officer Andy Habenicht and Chief Talent Management Officer Josh Greenwald discussed their journey to becoming an employee-centric organization, including:
- The importance of focusing on employee experience
- Changing expectations in today’s environment
- Considerations to inform planning
Please visit our website for more information: http://unitedmindsglobal.com.
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CHAPTER 12 Corporate Culture and Leadership Keys to Good Stra.docx
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Coode Culture Diagnostics
A range of diagnostic tools to help fully understand how an organisation is working: culture, behaviour and effectiveness.
Coode Culture Health Check - introduction
The Culture Health Check analyzes organizational culture using a diagnostic survey to identify behavioral "viruses" that interfere with performance, such as slow decision-making or a dysfunctional leadership team. The survey results show how widespread and severe 15 different viruses are. Combined with an assessment of challenges, this helps prioritize actions to address problems affecting the organization. The Culture Health Check takes minutes to complete and provides an executive summary and detailed analysis.
Coode Culture Health Check Diagnostic - Sample Questions
The document describes a culture health check survey that examines the "health" of an organization's culture and its potential impact on business performance. The survey identifies factors, called "viruses," that have the potential to "kill" performance or "slow performance down." It provides examples of questions focused on viruses that could kill performance, such as low integrity, results at all costs, and unclear purpose. It also provides examples of questions focused on viruses that could slow performance, such as stress, slow decision making, and lack of trust. The survey examines how values and behaviors are applied, how results are viewed and achieved, and how compensation is structured.
Coode Associates Brochure (2019)
At Coode, our work is centred on improving results through a focus on organisational culture – the habits, mindsets and behaviours of an organisation. We believe that organisations are, at their heart, human enterprises.
We improve the performance of organisations by working with CEOs and leadership teams to enact deeply-rooted cultural change. It's all we do.
Typically, we are engaged in times of transformation or simply when a team or organisation wants to improve effectiveness, align culture to strategy - and to make strategy happen.
www.coodeassociates.com
Coode Associates - Board Effectiveness
Board development is a key part of building effective leadership for any organisation.
At Coode, we understand the dynamic of boards and executive teams and, as experienced practitioners, we focus on behaviours, governance and insights to improve both individual and team performance.
From diagnostics and interviews to advisory and coaching, we get to the heart of board effectiveness as a long-term partner.
If you'd like to know more, please get in touch: info@coodeassociates.com
Coode Associates Introduction
Coode Associates is a consultancy whose work is centred on improving results through a focus on organisational culture – the habits, mindsets and behaviours of an organisation. We are not strategy experts; we are experts at making strategy happen
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Coode Associates Case Study - United Biscuits
- 1. THE CHALLENGE After several years of underperformance, and six years into their investment, the private equity owners of this international food manufacturer installed a new CEO with a brief to improve performance. The new CEO quickly identified that the business had good products and operated in a growing market, with past poor performance stemming from poor leadership and a dysfunctional culture. As a result, instead of changing the existing leadership team (as others had expected) he chose to focus on culture and use it as the primary lever to transforming the organisation. He created a new Group Leadership Team, reorganised the structure to promote greater collaboration and shared success and energised the business with a clear and compelling case for change and future state. The role of leadership, behaviour and culture was heavily emphasised as a route to success. APPROACH Our role in the transformation was to support the new group executive team and broader leadership community, to provide the tools and language to enable them to lead the transformation and to be source of energy and change across the business. The first challenge was to create a shared view of the ambition for the business that acted as a common language and a source of positive energy and belief. The culture transformation was then organised into three elements: Alignment of the top leadership levels to create a shared set of beliefs and communicate a consistent message. Broader engagement to inform all levels of the company. Alignment of the company’s institutional practices to support the new culture. There was a consistent level of focus and personal ownership by the leadership team with the need to model the right personal behaviours and maintain momentum at the centre. IMPACT We transformed the culture across the whole organisation to achieve a dramatic improvement in both financial and organisational performance and a consistent level of focus and personal ownership from the leadership team: CLIENT CASE STUDY United Biscuits A Coode Associates case study on performance turnaround through culture transformation “The Coode Associates system for aligning behaviours and generating belief made an essential contribution to our success in delivering a step- change in performance at United Biscuits.” Martin Glenn, CEO 18th /24 YEAR 1 YEAR 2 6th /24 1st Retailer (customer) ‘Advantage Survey’ Ranking Improvement Service Level Increase Profit Margin Expansion Sales Improvement Record Market Share 95% FROM TO 98.5% 7% £10M £ 35% Coode Associates Limited, Friars House, 2 Friars Lane, Richmond Upon Thames, TW9 1NL, United Kingdom T: +44 (0)20 8239 8260 | E: info@coodeassociates.com | www.coodeassociates.com