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Proprietary and Confidential. Not for reproduction or distribution without prior written consent.
DRIVING CULTURE
CHANGE:
THE FIVE TRUTHS
Proprietary and Confidential. Not for reproduction or distribution without prior written consent.
2
Michelle Mahony.
SENIOR PRINCIPAL
mmahony@daggerwinggroup.com
Hailun Zhou.
MANAGING CONSULTANT
hzhou@daggerwinggroup.com
3
Operating as
Omnicom Group’s
global Change
Consultancy
20
YEARS
Percentage of core
Daggerwing clients
in the Fortune 500
70%
FORTUNE 500
Breadth of countries
where Daggerwing has
worked with clients
over the past 2 years
35
COUNTRIES
*2019 ALM Intelligence Vanguard report
*
3
4
What we’ll cover today…
1
2
3
Our POV on
culture
The five
fundamental
truths
Rapid fire
red flags
4
Questions
5
Our POV
on culture
66
What is
‘culture’?
Culture is the ‘silent’ set of values,
expectations and habits that we share
as an organization. It’s embodied in the
behaviors we exhibit and the way we
treat each other every day at work.
7
Our business strategy
defines WHAT we do.
Our purpose defines
WHY we do it.
Our culture
defines HOW
we do it.
7
8
The five
fundamental
truths
9
Executing culture change: what we know to be true
1 Keep it simple
2 Put leaders at the helm
3 Create a movement and make it human
Make it about changing behaviors
5 Integrate and embed
4
KEEP IT
SIMPLE –
FOCUS IS
KEY
1
10
11
Point everyone to a true north
Focus on the 3-5 most important
things
Make it authentically yours
Amplify one consistent story
What we’ve learned…
KEEP IT
SIMPLE –
FOCUS IS
KEY
1
12
KEEP IT
SIMPLE –
FOCUS IS
KEY
1 A LOT
OF
NOISE
The Risk…
12
13
In practice…
13
1414
PUT
LEADERS
AT THE
HELM
2
15
PUT
LEADERS
AT THE
HELM
2
Make leaders part of the conversation
early
Leaders need to be inspired and feel
like they “own the culture change”
Telling stories that showcase what good
looks like goes a long way
Make sure leaders have the skills and
tools they need to execute
What we’ve learned…
16
PUT
LEADERS
AT THE
HELM
2 MISALIGNMENT
AND NO
CREDIBILITY
The Risk…
16
17
In practice…
17
1818
CREATE A
MOVEMENT
AND MAKE
IT HUMAN
3
19
Spark a grassroots program to create
energy
Create opportunities for employees
to be “part of the story”
Pull through a consistent visual brand
for the movement
MAKE IT FUN!
What we’ve learned…
CREATE A
MOVEMENT
AND MAKE
IT HUMAN
3
20
FAILURE TO
GENERATE
MOMENTUM
CREATE A
MOVEMENT
AND MAKE
IT HUMAN
3 The Risk…
20
21
In practice…
21
22
MAKE IT
ABOUT
CHANGING
BEHAVIORS
4
22
23
New behaviors are what bring about
change
Identify and destroy barriers that
prevent change
Focus on a few behaviors that are
most important
Proof points are key
What we’ve learned…
MAKE IT
ABOUT
CHANGING
BEHAVIORS
4
24
ALL TALK
AND
NO DO
MAKE IT
ABOUT
CHANGING
BEHAVIORS
4 The Risk…
24
25
In practice…
25
26
INTEGRATE
AND
EMBED
5
26
27
A standalone campaign does not help
build habits or ways of working
Embed in people and business
processes
What gets measured gets done
Showcase and reward what good
looks like
What we’ve learned…
INTEGRATE
AND
EMBED
5
28
CHANGE IS
UNSUSTAINABLE
INTEGRATE
AND
EMBED
5 The Risk…
28
29
In practice…
29
1
Today we will focus
on STRUCTURE
AND ROLE
DESIGN,
which plays a key
role in our new ways
of working as a pod
1
LEADERSHIP
BEHAVIORS
PURPOSE /
IDENTITY
TALENT
SYSTEMS &
CAPABILITIES
PLANNING AND
ALIGNMENT
GOVERNANCE /
DECISION
MAKING
TEAM
ROUTINES /
BEHAVIORS
TODAY’S FOCUS
STRUCTURE AND
ROLE DESIGN
30
Rapid fire
red flags
3131
RED FLAGS:
Bad behaviors get overlooked for business reasons
3232
RED FLAGS:
Bad behaviors get overlooked for business reasons
Leaders do not drive the values through examples and conversations
3333
RED FLAGS:
Bad behaviors get overlooked for business reasons
Leaders do not drive the values through examples and conversations
Business and people processes are not aligned with cultural values
3434
RED FLAGS:
Bad behaviors get overlooked for business reasons
Leaders do not drive the values through examples and conversations
Business and people processes are not aligned with cultural values
Lack of feeling of ownership and empowerment among employees
3535
RED FLAGS:
Bad behaviors get overlooked for business reasons
Leaders do not drive the values through examples and conversations
Business and people processes are not aligned with cultural values
Lack of feeling of ownership and empowerment among employees
People are not enabled or encouraged to build a new understanding or skills
3636
RED FLAGS:
Bad behaviors get overlooked for business reasons
Leaders do not drive the values through examples and conversations
Business and people processes are not aligned with cultural values
Lack of feeling of ownership and empowerment among employees
People are not enabled or encouraged to build a new understanding or skills
No one is really listening and empathizing with people’s concerns
37
In summary
1 Keep it simple
2 Put leaders at the helm
3 Create a movement and make it human
Make it about changing behaviors
5 Integrate and embed
4
38
Questions
39
Thank you.
Michelle Mahony
SENIOR PRINCIPAL
mmahony@daggerwinggroup.com
Hailun Zhou
MANAGING CONSULTANT
hzhou@daggerwinggroup.com

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Driving Culture Change: The Five Truths