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Cultural Creation At NSN
- 3. Culture Process v1.6 Integration of Values as measurable behaviours into business processes 31 Dec 06 31 Dec 08 31 Dec 07 ‘ Culture Square’ as shadow culture discussion forum Values JAM to agree final Values Exploring the legacy cultures Top 300 workshop to define prototype Values Refine Values in interaction with our customers Implementation volunteer Work Groups describe behaviours Board endorsement of Values 1 Apr 07 Jun 06 Day 1 launch Merger Announced
Editor's Notes
- www. © Nokia Siemens Networks Author Presentation Department Key issues: This is post-hoc rationalization of an emergent process Integration vs creation of new culture from legacy (alchemy?) Emergent process evolving as it develops to create and share energy; designing each phase after the previous has had time to have impact on the system Engaging the system ; interweaving the processes into NSN as we start to work together The Culture is not a product and cannot be 'completed'
- www. © Nokia Siemens Networks Author Presentation Department
- www. © Nokia Siemens Networks Author Presentation Department Romance + wedding metaphor Engaging the Top 300 – amplify, reduce and create Key issues: Inviting senior managers to talk about the pictures and decide what they want to amplify, reduce or bring in as new to make NSN the sort of place where they want to work Creating a tentative series of Values which can act as an initial cultural boundary Holding the initial Values lightly vs need to ‘complete workstream’ Honouring the shadow - the Culture Square Key issues: Anonymity of the water cooler conversation ‘ Man in pub’ facilitation style as example for participants Amplification Self-moderation
- www. © Nokia Siemens Networks Author Presentation Department Key issues: Acknowledging the rich legacy cultures; raising excitement of merger Espoused and in-use cultures Working with metaphor and dialogue to make sense Avoiding bench-marking, analysis and ‘integration’
- www. © Nokia Siemens Networks Author Presentation Department
- www. © Nokia Siemens Networks Author Presentation Department Participation statistics at the Jam closing, at midday (EEST) on 14 June, 2007 Registrants: 15,412 28% of NSN Unique logins: 8,034 14% of NSN (12% is norm) Total posts: 3,652 52% of those that registered logged into the Jam Active posters vs. readers: 17% Average thread length: 10.6 Key issues: The Jam is an IBM tool and process that enables massive numbers of users to brainstorm simultaneously over the Internet in a constructive manner with practical results. Original Jam design allows for geometrical development of ideas from four initial Areas of Inquiry to provide structure to the conversation. NSN wanted to allow emergence in the manner of Open Space by leaving subsequent AOIs open as the dialogue unfolded during the course of the event. Challenge of spotting themes through the vignette of the tool Importance of making sense of the data in different ways both during and post Jam (ie expressive ‘wine pressing’, COBRA data mining tool, maintaining Jam as “read-only” post event for three months, tag clouds and other data visualisation, human analysis/facilitation of postings) Implementation Phase – c250 volunteers refined Values and underlying behaviours out of the rich Jam output
- www. © Nokia Siemens Networks Author Presentation Department Integrating behaviours – making the Values come alive Key issues: Paul Bate [i] proposes that linking the new values to business processes is key to success. Unite our business strategies, processes and brand to deliver the agreed Values The Culture Square used to test and gain approval for the workteam’s solution and explore local cultural flavours (eg Nordic and Latin) The ‘acid test’ for the behavioural statements/ indicators = what is the measurable bottom line benefit to our business? Engaging customers and suppliers - co-creating our culture Key issues: Completing the system by engaging other stakeholders Making the organization sustainable, so that it fits ecologically within its commercial environment Refining the values to keep them alive [i] Bate P (1994) Strategies for Cultural Change. Butterworth Heinemann, Oxford UK
- www. © Nokia Siemens Networks Author Presentation Department Values cards designed by an engineer in China as a collectible, awarded by colleagues to those living the new NSN Values. Message to his team from the unit leader in Pakistan after Benazir Bhutto’s assassination in Jan 08 illustrating impact of the Values Key Issues: Resistance to ‘static’ artefacts (eg posters, coffee mugs etc) which suggest Values are completed Wikis + blogs (too many?) Cards encouraged Values to be recognised and amplified Pressure to measure cultural integration…
- www. © Nokia Siemens Networks Author Presentation Department