CTT

1. Cultural Transformation Tools
Overview 2010
www.valuescentre.com
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2. The Values Centre Vision and Mission
Internal External
Partners Society
To be a global resource for the To create a values-driven society
Vision evolution of human consciousness
Employees Customers
To build a worldwide network of To support leaders in building
Mission change agents committed to values-driven organisations
cultural transformation
Our Employee fulfillment Commitment
Values Shared Vision Customer satisfaction
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3. Global Cultural Transformation Tools (CTT) Network
2,497 CTT
consultants &
change agents
located in
68 countries
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4. Global Distribution of CTT Consultants (2009)
Countries with CTT
Network Consultants (68)
Argentina Hong Kong Poland
Australia Hungary Portugal CTT Consultants by Region (2497)
Barbados Iceland Puerto Rico 1200
Belgium India Russia
Botswana Indonesia Senegal 1000
990
Brazil Israel Seychelles
Canada Italy Singapore 800
Chile Japan Slovenia
China Kenya South Africa 600
506
Colombia Korea Spain 410
Czech Republic Latvia Suriname 400 343
Denmark Lesotho Sweden
200 165
Dominican Luxemburg Switzerland 68
Republic Macedonia Thailand 0
10 4
Ecuador Malaysia Trinidad & Tobago
Egypt Mexico Turkey
Finland Namibia Ukraine
France Netherlands UAR
Germany New Zealand UK
Ghana Nicaragua USA
Gibraltar Norway Venezuela
Greece Panama Zimbabwe
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5. Use of CTT Values Assessments
330,469 people
participated in
1,566 values
assessments
in 2009
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6. Relative Number of Assessments by Industry (2008)
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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’Oreal
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8. Completed National Assessments
Denmark Latvia Sweden Canada
Iceland Bhutan USA Belgium
UK Australia
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9. Customised Values Templates
customer satisfaction, employee fulfillment, open
communication, efficiency, quality, job security, shared vision, leadership
development, empowerment, strategic alliances, information
sharing, professional development, global perspective, customer
collaboration, productivity, respect, shared values, mentoring, work/life balance
customer satisfaction, employee fulfillment, open
communication, efficiency, quality, job security, shared vision, leadership
development, Database includes
empowerment, strategic alliances, information
sharing, professional 2000+ values global
development, perspective, customer
collaboration, productivity, respect, shared values, mentoring, work/life balance
customer satisfaction, employee fulfillment, open
communication, efficiency, quality, job security, shared vision, leadership
development, empowerment, strategic alliances, information
sharing, professional development, global perspective, customer
collaboration, productivity, respect, shared values, mentoring, work/life balance
customer satisfaction, employee fulfillment, open
communication, efficiency, quality, job security, shared vision, leadership
development
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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 Malay
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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. profit
Talent Financial Excellence Ethics Capability
viability
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12. Maslow’s Needs to Barrett’s Consciousness
Self-
Actualization
Know and
Know and
Abraham Maslow Understand
Understand
Richard Barrett
Self-esteem
Love & Belonging
Safety
Physiological
Needs Consciousness
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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 Assessment
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14. The Barrett Seven Levels of Consciousness Model
Service
Making a
Difference Spiritual
Internal Cohesion
Transformation Mental
Self-esteem
Emotional
Relationship
Survival Physical
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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, Poverty
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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, Victimisation
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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, Illiteracy
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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
Survival
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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
Survival
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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
Survival
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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
Survival
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22. The Barrett Seven Levels of Organisational Consciousness
Positive Focus / Excessive Focus
Service To Humanity and the Planet
Service Social responsibility, future generations, long-term
perspective, ethics, compassion, humility
Strategic Alliances and Partnerships
Making a Environmental awareness, community
Difference involvement, employee
fulfilment, coaching/mentoring
Building Internal Community
Internal Cohesion Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Continuous Renewal and Learning
Transformation Accountability, adaptability, empowerment, teamwor
k, goals orientation, personal growth
High Performance
Self-esteem Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Employee Recognition
Relationship Loyalty, open communication, customer satisfaction,
friendship. Manipulation, blame
Financial Stability
Survival Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
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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.
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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 stability
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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 Profit
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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
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Values Plot
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27. www.valuescentre.com 26

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) £13,504,261
Based 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 comparison
between healthy and unhealthy cultures and bottom line performance.
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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
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Values Plot
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30. Whole Systems Change
Cultural Evolution
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31. Signature Workshop
2006
Implementing
Whole-System
Change
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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 Action
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33. Values Based Decision Making
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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.
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35. Background information
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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 development
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