Driving Culture Change: The Five Truths
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Fostering a great company culture is all the rage, and for good reason – creating a culture where people and the business thrive is what separates the exceptional from the ordinary. Exceptional organizations have cultures that truly unleash the full potential of its people. Employees are inspired, motivated and energized, which has tremendous impact on results. But how does a company quickly transform its culture from ordinary to exceptional? For your culture evolution (or revolution!) to succeed, there are several elements that need to be thoughtfully connected to be truly meaningful. In this webinar, you'll learn about the five fundamental truths to driving culture change.
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Driving Culture Change: The Five Truths
- 1. 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. 2 Michelle Mahony. SENIOR PRINCIPAL mmahony@daggerwinggroup.com Hailun Zhou. MANAGING CONSULTANT hzhou@daggerwinggroup.com
- 3. 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. 4 What we’ll cover today… 1 2 3 Our POV on culture The five fundamental truths Rapid fire red flags 4 Questions
- 6. 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. 7 Our business strategy defines WHAT we do. Our purpose defines WHY we do it. Our culture defines HOW we do it. 7
- 9. 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
- 10. KEEP IT SIMPLE – FOCUS IS KEY 1 10
- 11. 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. 12 KEEP IT SIMPLE – FOCUS IS KEY 1 A LOT OF NOISE The Risk… 12
- 15. 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. 16 PUT LEADERS AT THE HELM 2 MISALIGNMENT AND NO CREDIBILITY The Risk… 16
- 18. 1818 CREATE A MOVEMENT AND MAKE IT HUMAN 3
- 19. 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. 20 FAILURE TO GENERATE MOMENTUM CREATE A MOVEMENT AND MAKE IT HUMAN 3 The Risk… 20
- 23. 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. 24 ALL TALK AND NO DO MAKE IT ABOUT CHANGING BEHAVIORS 4 The Risk… 24
- 27. 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. 28 CHANGE IS UNSUSTAINABLE INTEGRATE AND EMBED 5 The Risk… 28
- 29. 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
- 31. 3131 RED FLAGS: Bad behaviors get overlooked for business reasons
- 32. 3232 RED FLAGS: Bad behaviors get overlooked for business reasons Leaders do not drive the values through examples and conversations
- 33. 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
- 34. 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
- 35. 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
- 36. 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. 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. 38 Questions
- 39. 39 Thank you. Michelle Mahony SENIOR PRINCIPAL mmahony@daggerwinggroup.com Hailun Zhou MANAGING CONSULTANT hzhou@daggerwinggroup.com