Part II of a 3-part webinar series focuses on the challenges of building effective cultures across borders. It explores case studies of companies that have implemented culture change initiatives to create one culture out of many national cultures, including exporting culture change across boundaries and building global businesses. The webinar examines lessons learned from companies like Polar Bank and GT Automotive in managing cultural dynamics across borders to remain competitive.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
This document discusses how management theories, leadership styles, and the Yin-Yang concept impact business innovation. It provides an overview of several management theories from Taylorism to modern systems approaches. It also outlines different leadership styles from authoritarian to situational. The document argues that management theories and leadership styles can be analyzed through the Yin-Yang lens, with some being more Yang-oriented and others Yin or a balance. It suggests that modern approaches tend toward a Yin-Yang balance. The document aims to help companies evaluate how organized they are for innovation and how leaders can support innovative efforts.
This document provides an overview of how management theories and leadership styles can impact business innovation. It discusses the Yin-Yang concept of complementary forces that make up all aspects of life. Business cycles and functions are described through the lens of Yin-Yang properties. A review is given of several major management theories from Taylorism to Systems Management. Leadership styles are discussed ranging from autocratic to laissez-faire. The presentation aims to show how incorporating Yin-Yang perspectives can provide a framework for evaluating decisions and progress in balancing these factors to encourage or discourage innovation.
Eric Schmidt is an innovative leader who helped grow Google from a startup to a global technology leader as its CEO from 2001-2011. Some key aspects of his innovative leadership include passion for innovation, a long-term perspective, willingness to tolerate mavericks, and deep engagement with innovators. Prior to Google, Schmidt held leadership roles at Novell and Sun Microsystems and worked in research. He helped scale Google's infrastructure while maintaining a strong culture of innovation.
Culture Change For Changing Times Family Firm InstituteAndrea Simon
At the Family Firm Institute’s Global Conference held this past week, October 17-20 in Brussels, Belgium, I was privileged to deliver a speech and workshop on “Culture Change for Changing Times,” designed for family firms. The conference was well attended from around the globe by family firm leaders and those who consult, coach and provide professional guidance for family firms.
5 Reasons Why Holacracy is Failing. Is it Time to Say Goodbye to Holacracy (a...Sage HR
Holacracy is a self-management principle founded on interconnectedness. The term was first coined in 2007 by Brian Roberts but the idea has been around for centuries.
It's only been a couple of years since Zappos adopted Holacracy. But it seems that everyone is eager to learn about the results of Hsieh's experiment. Latest speculations (mostly from the press) suggest that Holacracy is failing.
Is it?
Or maybe it only needs more time to prove its worth?
In this Slideshare story deck, we present 5 main reasons why many experts think that Holacracy is failing. And of course to make it a fair fight, we are also proud to show one big reason why we need to give Holacracy more time.
Hope you'll find this information useful!
- - -
Visit our blog for more > > > cake.hr/blog
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
This document discusses how management theories, leadership styles, and the Yin-Yang concept impact business innovation. It provides an overview of several management theories from Taylorism to modern systems approaches. It also outlines different leadership styles from authoritarian to situational. The document argues that management theories and leadership styles can be analyzed through the Yin-Yang lens, with some being more Yang-oriented and others Yin or a balance. It suggests that modern approaches tend toward a Yin-Yang balance. The document aims to help companies evaluate how organized they are for innovation and how leaders can support innovative efforts.
This document provides an overview of how management theories and leadership styles can impact business innovation. It discusses the Yin-Yang concept of complementary forces that make up all aspects of life. Business cycles and functions are described through the lens of Yin-Yang properties. A review is given of several major management theories from Taylorism to Systems Management. Leadership styles are discussed ranging from autocratic to laissez-faire. The presentation aims to show how incorporating Yin-Yang perspectives can provide a framework for evaluating decisions and progress in balancing these factors to encourage or discourage innovation.
Eric Schmidt is an innovative leader who helped grow Google from a startup to a global technology leader as its CEO from 2001-2011. Some key aspects of his innovative leadership include passion for innovation, a long-term perspective, willingness to tolerate mavericks, and deep engagement with innovators. Prior to Google, Schmidt held leadership roles at Novell and Sun Microsystems and worked in research. He helped scale Google's infrastructure while maintaining a strong culture of innovation.
Culture Change For Changing Times Family Firm InstituteAndrea Simon
At the Family Firm Institute’s Global Conference held this past week, October 17-20 in Brussels, Belgium, I was privileged to deliver a speech and workshop on “Culture Change for Changing Times,” designed for family firms. The conference was well attended from around the globe by family firm leaders and those who consult, coach and provide professional guidance for family firms.
5 Reasons Why Holacracy is Failing. Is it Time to Say Goodbye to Holacracy (a...Sage HR
Holacracy is a self-management principle founded on interconnectedness. The term was first coined in 2007 by Brian Roberts but the idea has been around for centuries.
It's only been a couple of years since Zappos adopted Holacracy. But it seems that everyone is eager to learn about the results of Hsieh's experiment. Latest speculations (mostly from the press) suggest that Holacracy is failing.
Is it?
Or maybe it only needs more time to prove its worth?
In this Slideshare story deck, we present 5 main reasons why many experts think that Holacracy is failing. And of course to make it a fair fight, we are also proud to show one big reason why we need to give Holacracy more time.
Hope you'll find this information useful!
- - -
Visit our blog for more > > > cake.hr/blog
Rethinking HRM in an era of rapid change and fluxEdward Erasmus
This seminar discusses key forces shaping the role of human resources, including speed of innovation, technology, social media, complexity of growth, and changing lifestyles. It argues that these trends require rethinking organizations, capital, and the role of HRM to be more strategic, flexible, and value-driven. The role of HR is to help organizations adapt and deliver value through building unique capabilities. New challenges for HR include social media, generations, and work-life balance.
The document provides an overview of strategic management. It discusses that without a strategy, an organization lacks direction. It then outlines the strategic management process as having three main parts: 1) formulating strategies, 2) implementing strategies, and 3) evaluating strategies to accomplish long-term goals. Several aspects of strategic management are then described in more detail, including developing a vision and mission statement, performing external and internal assessments, setting objectives, implementing strategies, and adapting to changes in the business environment.
This document outlines an agenda for an interactive workshop on innovative problem solving and getting unstuck in one's thinking. The workshop will include:
1) Short videos on topics like failure, creative thinking, and motivation.
2) Hands-on conversations and exercises using a problem solving workbook, including role plays and group activities.
3) Discussions on explaining new products, finding competitive advantages, and problem solving for future innovation.
The goal is to engage participants in active thinking practices to help connect ideas to real-world business applications and outcomes through reflection and experiential learning.
Developing creative and innovative culture in organizationiaemedu
This document summarizes research on developing creative and innovative cultures in organizations. It discusses the differences between creativity and innovation, with creativity being the generation of novel ideas and innovation being the implementation of those ideas. Several key dimensions of innovation culture are identified, including risk-taking, resources, knowledge, goals, rewards, tools, and relationships. Factors that support or hinder organizational creativity are also reviewed from the literature. The roles of both creativity and innovation in organizations are discussed.
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
The document discusses ambidextrous leadership and provides examples. It defines an ambidextrous leader as someone who effectively creates win-win solutions, especially by resolving conflicts or managing contradictions for the growth of an ecosystem. It notes that continuous growth in an ambidextrous environment requires effective ambidextrous leadership. It lists examples of contradictions or dilemmas that ambidextrous leaders must manage, such as change vs stability, innovation vs improvement, and short-term vs long-term value.
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision.
The document discusses how to make an organization's culture work for adopting agile practices. It recommends using Schneider's culture model to assess the existing culture and identify whether it is collaboration, control, competence, or cultivation oriented. Based on the dominant culture, certain agile practices like Kanban or software craftsmanship may be better fits than others to work with the existing culture rather than try to change it. The key is to adopt practices that are aligned with the organizational culture in order to facilitate a successful agile transition.
The document discusses how to make an organization's culture work for adopting agile practices. It recommends using Schneider's culture model to assess the existing culture and identify whether it is collaboration, control, competence, or cultivation oriented. Based on the dominant culture, certain agile practices like Kanban or software craftsmanship may be better fits than others to work with the existing culture rather than try to change it. The key is to adopt practices that support the existing culture in order to have a successful agile transition.
The Power of Perils of using Measurement in Organizational Culture Developmen...ValuesCentre
This document summarizes Old Mutual's use of culture surveys to measure and track changes in their organizational culture over time as part of a strategic shift toward a more customer-centric vision and values. It describes how Old Mutual conducted its first culture survey in 2011 as a baseline, then annually tracked changes seen between 2011 and 2014, noting improvements like a reduction in limiting values, an increase in customer-focused values, and higher alignment between leaders' personal and desired cultural values. However, it also cautions that while measurement provides benefits, over-reliance on metrics can institutionalize culture change efforts or create a false sense of completion if the human dynamics are not also carefully considered.
CPA Congress Melbourne 2015 - Day Three Wrap UpCPA Australia
Andrew Miller recently stepped down as Chief Executive of Guardian Media Group after transforming the company's business model. He drove costs down and reinvested savings while shifting the company's focus from print to a global digital brand. The Guardian now embraces digital and social media and has become a leader in global, open, and interconnected journalism.
Creating Culture by Michael Eg Fausbøll discusses organizational culture and how it can be used as a business tool. It notes that culture must be strategically relevant, strong, and emphasize innovation and change. Three levers for shaping, strengthening, and changing culture are identified: recruitment and selection, socialization, and rewards. What makes culture strong is having agreement (talk-the-talk) and intensity (walk-the-talk) at high levels. Jenny Chatman's 3 C's of culture - being consistent, coherent, and comprehensive - are also referenced.
This document provides information about Large Scale Interventions (LSI) and describes Nokia's use of LSI in the form of World Cafes to renew its corporate values in 2008. Some key points:
- LSI is an approach for sustainable organizational change that actively involves all stakeholders through participation and collective learning.
- Nokia used World Cafes, which involved over 5,000 employees in local and global discussions, to update its values after a decade and adapt them to a growing and increasingly diverse workforce.
- The process was completed in under 60 days and engaged employees globally, but Nokia still failed to address external challenges and internal conflicts that later contributed to its decline.
The document discusses constraints to scaling and growing a business to be the best in the world. It identifies two main constraints: organizational constraints and individual constraints. Organizational constraints include culture, processes, structure, and leadership. Individual constraints center around whether a person believes they can become the best and their willingness to undergo the pain of learning. Learning is difficult because it requires change, but is the process by which knowledge and skills are acquired through experience. Overcoming constraints requires destroying old ways of thinking and creating a new culture focused on accountability, courage, agility, excellence and synergistic collaboration.
Leading Culture Change in Global Organizations Part III: Emerging MarketsDenison Consulting
This document announces Part III of a 3-part webinar series on leading culture change in global organizations. Part III will focus on implementing culture change in emerging markets. It provides details on the webinar topics, speakers, and registration information. Daniel Denison from Denison Consulting and IMD Business School will discuss challenges and opportunities for culture change in emerging markets, drawing on case studies from GE Healthcare China and Vale. The document also advertises Denison's new book on culture change and offers discounts for bulk book purchases.
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
Analysis Prioritisation Communication Day ThreeReuben Ray
1. The document discusses various aspects of business and culture including planning, communication, analytical thinking, stakeholders, customer journey, types of businesses, and driving values as culture.
2. It provides examples of company cultures like Starbucks, Apple, and Hyundai focusing on values, leadership, and transforming cultures.
3. The document examines frameworks for analyzing organizational culture like the Competing Values Framework and describes culture as a strategic asset that impacts performance when properly measured, communicated, and aligned.
Are you seeking culture change? Need to transform toxic habits keeping your change or business effort stuck? This complimentary Culture Toolkit Sampler outlines 4 stages to transform culture, retain great people, align teams, and lead change.
Culture - Hard to Build, Easy to Destroy, OrTony Moroney
This document discusses culture in financial services organizations. It defines culture and outlines how culture impacts conduct risk. Regulators are increasingly focusing on culture as a key driver of misconduct. Building a strong culture requires senior leadership to model desired behaviors and values. It also involves communication of values throughout the organization, training, incentives, and accountability. Poor culture can lead to conduct issues that harm customers and undermine market integrity. Financial firms must define culture in a way that goes beyond compliance to influence real behaviors and decision-making.
This document provides suggestions for identifying and developing intrapreneurs within an organization. It begins with two questions about having impact within a large organization and creating opportunities. It then outlines five suggestions: 1) Clarify what type of innovation is needed based on being incremental or disruptive; 2) Widen the scope of innovation beyond just products; 3) Use diverse tools for innovation beyond just corporate R&D; 4) Focus on day-to-day culture and values rather than just strategy; 5) Take an integrated, holistic and iterative approach to innovation like using lean principles and covering the full innovation lifecycle. The document provides examples and further details on each suggestion.
The document discusses why organizations should focus on asking "why" to improve performance. It provides explanations for why focusing on values and behaviors, reward and recognition, purpose and strategic alignment, measures and analytics, and employee engagement can help organizations perform at a higher level. The document encourages readers to reflect on these areas in their own organizations and make sure they are aligned with the organization's purpose and used to motivate and engage employees. It provides additional resources for readers who want to learn more.
Rethinking HRM in an era of rapid change and fluxEdward Erasmus
This seminar discusses key forces shaping the role of human resources, including speed of innovation, technology, social media, complexity of growth, and changing lifestyles. It argues that these trends require rethinking organizations, capital, and the role of HRM to be more strategic, flexible, and value-driven. The role of HR is to help organizations adapt and deliver value through building unique capabilities. New challenges for HR include social media, generations, and work-life balance.
The document provides an overview of strategic management. It discusses that without a strategy, an organization lacks direction. It then outlines the strategic management process as having three main parts: 1) formulating strategies, 2) implementing strategies, and 3) evaluating strategies to accomplish long-term goals. Several aspects of strategic management are then described in more detail, including developing a vision and mission statement, performing external and internal assessments, setting objectives, implementing strategies, and adapting to changes in the business environment.
This document outlines an agenda for an interactive workshop on innovative problem solving and getting unstuck in one's thinking. The workshop will include:
1) Short videos on topics like failure, creative thinking, and motivation.
2) Hands-on conversations and exercises using a problem solving workbook, including role plays and group activities.
3) Discussions on explaining new products, finding competitive advantages, and problem solving for future innovation.
The goal is to engage participants in active thinking practices to help connect ideas to real-world business applications and outcomes through reflection and experiential learning.
Developing creative and innovative culture in organizationiaemedu
This document summarizes research on developing creative and innovative cultures in organizations. It discusses the differences between creativity and innovation, with creativity being the generation of novel ideas and innovation being the implementation of those ideas. Several key dimensions of innovation culture are identified, including risk-taking, resources, knowledge, goals, rewards, tools, and relationships. Factors that support or hinder organizational creativity are also reviewed from the literature. The roles of both creativity and innovation in organizations are discussed.
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
The document discusses ambidextrous leadership and provides examples. It defines an ambidextrous leader as someone who effectively creates win-win solutions, especially by resolving conflicts or managing contradictions for the growth of an ecosystem. It notes that continuous growth in an ambidextrous environment requires effective ambidextrous leadership. It lists examples of contradictions or dilemmas that ambidextrous leaders must manage, such as change vs stability, innovation vs improvement, and short-term vs long-term value.
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision.
The document discusses how to make an organization's culture work for adopting agile practices. It recommends using Schneider's culture model to assess the existing culture and identify whether it is collaboration, control, competence, or cultivation oriented. Based on the dominant culture, certain agile practices like Kanban or software craftsmanship may be better fits than others to work with the existing culture rather than try to change it. The key is to adopt practices that are aligned with the organizational culture in order to facilitate a successful agile transition.
The document discusses how to make an organization's culture work for adopting agile practices. It recommends using Schneider's culture model to assess the existing culture and identify whether it is collaboration, control, competence, or cultivation oriented. Based on the dominant culture, certain agile practices like Kanban or software craftsmanship may be better fits than others to work with the existing culture rather than try to change it. The key is to adopt practices that support the existing culture in order to have a successful agile transition.
The Power of Perils of using Measurement in Organizational Culture Developmen...ValuesCentre
This document summarizes Old Mutual's use of culture surveys to measure and track changes in their organizational culture over time as part of a strategic shift toward a more customer-centric vision and values. It describes how Old Mutual conducted its first culture survey in 2011 as a baseline, then annually tracked changes seen between 2011 and 2014, noting improvements like a reduction in limiting values, an increase in customer-focused values, and higher alignment between leaders' personal and desired cultural values. However, it also cautions that while measurement provides benefits, over-reliance on metrics can institutionalize culture change efforts or create a false sense of completion if the human dynamics are not also carefully considered.
CPA Congress Melbourne 2015 - Day Three Wrap UpCPA Australia
Andrew Miller recently stepped down as Chief Executive of Guardian Media Group after transforming the company's business model. He drove costs down and reinvested savings while shifting the company's focus from print to a global digital brand. The Guardian now embraces digital and social media and has become a leader in global, open, and interconnected journalism.
Creating Culture by Michael Eg Fausbøll discusses organizational culture and how it can be used as a business tool. It notes that culture must be strategically relevant, strong, and emphasize innovation and change. Three levers for shaping, strengthening, and changing culture are identified: recruitment and selection, socialization, and rewards. What makes culture strong is having agreement (talk-the-talk) and intensity (walk-the-talk) at high levels. Jenny Chatman's 3 C's of culture - being consistent, coherent, and comprehensive - are also referenced.
This document provides information about Large Scale Interventions (LSI) and describes Nokia's use of LSI in the form of World Cafes to renew its corporate values in 2008. Some key points:
- LSI is an approach for sustainable organizational change that actively involves all stakeholders through participation and collective learning.
- Nokia used World Cafes, which involved over 5,000 employees in local and global discussions, to update its values after a decade and adapt them to a growing and increasingly diverse workforce.
- The process was completed in under 60 days and engaged employees globally, but Nokia still failed to address external challenges and internal conflicts that later contributed to its decline.
The document discusses constraints to scaling and growing a business to be the best in the world. It identifies two main constraints: organizational constraints and individual constraints. Organizational constraints include culture, processes, structure, and leadership. Individual constraints center around whether a person believes they can become the best and their willingness to undergo the pain of learning. Learning is difficult because it requires change, but is the process by which knowledge and skills are acquired through experience. Overcoming constraints requires destroying old ways of thinking and creating a new culture focused on accountability, courage, agility, excellence and synergistic collaboration.
Leading Culture Change in Global Organizations Part III: Emerging MarketsDenison Consulting
This document announces Part III of a 3-part webinar series on leading culture change in global organizations. Part III will focus on implementing culture change in emerging markets. It provides details on the webinar topics, speakers, and registration information. Daniel Denison from Denison Consulting and IMD Business School will discuss challenges and opportunities for culture change in emerging markets, drawing on case studies from GE Healthcare China and Vale. The document also advertises Denison's new book on culture change and offers discounts for bulk book purchases.
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
Analysis Prioritisation Communication Day ThreeReuben Ray
1. The document discusses various aspects of business and culture including planning, communication, analytical thinking, stakeholders, customer journey, types of businesses, and driving values as culture.
2. It provides examples of company cultures like Starbucks, Apple, and Hyundai focusing on values, leadership, and transforming cultures.
3. The document examines frameworks for analyzing organizational culture like the Competing Values Framework and describes culture as a strategic asset that impacts performance when properly measured, communicated, and aligned.
Are you seeking culture change? Need to transform toxic habits keeping your change or business effort stuck? This complimentary Culture Toolkit Sampler outlines 4 stages to transform culture, retain great people, align teams, and lead change.
Culture - Hard to Build, Easy to Destroy, OrTony Moroney
This document discusses culture in financial services organizations. It defines culture and outlines how culture impacts conduct risk. Regulators are increasingly focusing on culture as a key driver of misconduct. Building a strong culture requires senior leadership to model desired behaviors and values. It also involves communication of values throughout the organization, training, incentives, and accountability. Poor culture can lead to conduct issues that harm customers and undermine market integrity. Financial firms must define culture in a way that goes beyond compliance to influence real behaviors and decision-making.
This document provides suggestions for identifying and developing intrapreneurs within an organization. It begins with two questions about having impact within a large organization and creating opportunities. It then outlines five suggestions: 1) Clarify what type of innovation is needed based on being incremental or disruptive; 2) Widen the scope of innovation beyond just products; 3) Use diverse tools for innovation beyond just corporate R&D; 4) Focus on day-to-day culture and values rather than just strategy; 5) Take an integrated, holistic and iterative approach to innovation like using lean principles and covering the full innovation lifecycle. The document provides examples and further details on each suggestion.
The document discusses why organizations should focus on asking "why" to improve performance. It provides explanations for why focusing on values and behaviors, reward and recognition, purpose and strategic alignment, measures and analytics, and employee engagement can help organizations perform at a higher level. The document encourages readers to reflect on these areas in their own organizations and make sure they are aligned with the organization's purpose and used to motivate and engage employees. It provides additional resources for readers who want to learn more.
This document discusses the importance of organizational culture and change management. It describes Kotter's eight steps for successful change, including increasing urgency, building a guiding team, communicating vision, empowering employees and creating short-term wins. It then provides examples of how a company called REC Wafer Herøya implemented cultural change through Kotter's framework, such as understanding the business case and culture, empowering cross-functional teams, and establishing weekly goals and communications. The key takeaway is that cultural change must start with leadership and a systematic approach is needed to change elements of an organization's culture.
CPA Congress Sydney 2015 - Day One Wrap UpCPA Australia
The summaries provided 3 sentences or less on the key information from each document:
The NSW Treasurer discussed the state's strong budget and economy due to fiscal discipline. The budget highlights infrastructure investment, job creation, and health and education services. Revenue comes from the federal government, stamp duties, and payroll tax.
CPA Australia's chief executive discussed the organization's vision to be the best member services organization. The approach involves global governance, regulating technology, and reclaiming the financial services space. The strategy is to widen audiences and personalize the brand through disruption, integration, communication and entertainment.
A Sydney Water executive outlined how measuring the value finance adds helped transform relationships. It established clear purposes for value
This document discusses creating an environment of innovation through leadership. It emphasizes that leadership is key to fostering innovation, noting that great organizations have great leaders, not great structures. Leading innovatively requires moving fast, taking risks, learning and adapting. The document outlines elements needed for an innovative culture, including leadership, teamwork, rewards, learning opportunities, and corporate buy-in. It provides examples of leadership from various historical periods and cultures, and distinguishes between leadership and management. The goal of leading for innovation is cultivating people and a growth mindset.
Creative Councils - How to Innovate in Local GovernmentHub Launchpad
The Innovation Lab runs programs to support new ideas that help people and organizations, funded by a £320m endowment. It provides grants, expertise, and research to stimulate innovation in health, aging, education, local government, and other areas. The Lab supports the development of innovation skills and helps bring great ideas to life through funding and resources. It aims to generate many ideas and implement those that can create positive change through various support like loans, equity, and developing business models. The Lab works with local governments through its Creative Councils program to develop and test transformative solutions to challenges facing public services.
How do i_create_a_distinctive_performance_cultureSudeep Majumdar
The document discusses how to create a distinctive performance culture through a three step process of diagnosing cultural opportunities and barriers, designing cultural interventions focused on a few key themes, and managing an integrated program using leadership levers to influence culture and deliver business impacts. It provides examples of how companies have applied a rigorous problem-solving approach to cultural issues to improve engagement, innovation, and financial results.
Similar to Leading Culture Change in Global Organizations Part II Crossing Borders (20)
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
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Leading Culture Change in Global Organizations Part II Crossing Borders
1. Webcast Series:
Part II
Crossing
Borders
Daniel Denison
Denison Consulting
Ann Arbor, Michigan
IMD Business School
Lausanne, Switzerland
2. “A milestone in the culture studies arena.”
-Edgar H. Schein
Daniel Denison’s newest book illuminates
the cultural dynamics firms need to
manage in order to remain competitive,
including:
• Supporting the front line
• Creating strategic alignment
• Creating one culture out of many
• Exporting culture change
• Building a global business in an
emerging market
• Building a global business from an
emerging market
Available June 26, 2012!
3. Leading Culture Change in Global Organizations:
Special 3-Part Webinar Series
Part I: Getting Your Own House In Order
May 31, 2012 11:00 am – 12:00 pm EDT
This webcast will focus on Supporting the Front Line and Creating
Strategic Alignment by exploring successful change initiatives.
Part II: Crossing Borders
June 28, 2012 11:00 am - 12:00 pm EDT
This webcast explores the challenges companies face in ’Crossing
Borders’ to build effective cultures.
Part III: Emerging Markets
July 19, 2012 11:00 am - 12:00 pm EDT
Part III of this webinar series examines the challenges — and
unique opportunities — of implementing culture change in an
increasingly relevant context: Emerging Markets.
4. What Is It All About?
Supporting the Front Line
Domino’s Pizza
Creating Strategic Alignment
”DeutscheTech” & Swiss Re
Creating One Culture Out of Many
“Polar Bank”
Exporting Culture Change Across National Boundaries
”GT Automotive”
Building a Global Business in an Emerging Market
GE Healthcare China
Building a Global Business from an Emerging Market
Vale
5. Changing Culture
By Changing Rituals, Habits & Routines
Good
Preserve Invent
& &
Strengthen Perfect
Bad
Unlearn Rethink
& &
Leave Behind Try Again
Old New
6. Culture Reflects the Lessons
Learned Over Time
Visible Symbols
Lessons Culture Survival
Underlying Principles
13. Brain Activity in Rats: The Learning Phase
Cue Routine Reward
Charles Duhigg, The Power of Habit
14. Brain Activity in Rats: The Routine
Tacit Knowledge
Cue Routine Reward
Run straight, hang a left, eat the chocolate!
Charles Duhigg, The Power of Habit
15. Paul O’Neill at Alcoa:
Identifying Keystone Habits
It got so bad they would bring dummies to the parking lots,
dress them like managers, and burn them in effigy. ―Alcoa
was not a happy family. It was like the Charles Manson
family, but with the addition of molten metal.‖
O’Neill picked safety as one thing that unions and executives
could agree on. Zero injuries. Injuries must be reported to
the CEO within 24 hours.
―We killed this man. It’s my failure of leadership. I caused
his death. And it is the failure of all of you in the chain of
command‖
Once you see everything as a bunch of habits, it’s like
someone gave you a flashlight and a crowbar and you can get
to work.
17. Polar Bank
• Three entities: retail, project finance and private banking
• Three countries: Sweden, Norway and Denmark
• Industry that is consolidating
• You want to control your destiny
• One strong, synergistic culture will help you achieve that
19. Taking Action
• You are the CEO of Polar Bank
• The 2004 results are your results.
• You want the retail, project finance and private
banking entities to act as one bank.
• What do you do?
20. Creating the Polar Bank Vision
Created Strategy workshops
Debated strategy
Drilled down on issues
Focused on what the units could accomplish together
Involved retail managers in the debate on public project finance strategy
and vice versa.
Created one board for each of the three units as well as the overall
company
Communicated importance of strategy and vision
Made many speeches and site visits
Used metaphors and popular culture
Made Strategy Consistent Acquisition
Agreed on Polar Bank values
Ambition; Passion; and Teamwork
21. Cascading the Vision & Strategy
Leadership Development and Educational Initiatives
Designed Leadership competencies model
Customer Orientation; Vision; Innovation; People Management;
and Cross-boundary collaboration
Developed Leadership Program for senior executives with IMD
Worked on their leadership skills
Reflected on how to embed the leadership vision into Polar Bank
Rolled out 360-degree feedback program to support the leadership
vision
Board received first feedback
450 managers have since received feedback
Innovation
Set up clear innovation process and awarded first Innovation
Award in June 2006
22. Assessing the Impact
Implemented a performance evaluation
system that supported the vision and strategy
Included leadership development objectives
with links to bonuses for the Top 100
managers.
25. Lessons Learned: Polar Bank
Intervene at the level of the governance structure. When you have
major business units (BU) with strong and unique cultures, temporarily making their identical facilitates the
transmission of consistent messages about the new strategy and culture.
Engage the different units actively in each other’s strategy
development process. When striving to achieve one overall company culture, it is necessary that
the different business units understand each others’ strategies
Institute a job rotation process. Spreading best practices and building connections
across the BUs is facilitated by job rotation.
Make HR decisions on those managers who do not align
with the new strategy relatively quickly. On the one hand it is important to give
people a voice. On the other hand, if they are not on board with the change in a reasonable amount of time and they
remain critical, it is time for them to part ways with the company.
Allocate resources in line with the new overall strategy Budget
allocation is an important tool to align operational decisions with the strategy.
Align performance evaluation system to reflect new
strategy. The performance evaluation system should be designed so that the behaviors that are aligned with
the new, desired culture are rewarded.
27. GT Automotive
• Over $2.9 Billion sales and 16,000 employees in 27 countries
• Three major automotive businesses
Brake & Fuel Fluid Carrying Systems
Fuel Systems
HVAC Fluid Carrying Systems (smallest and focus of this case)
• HVAC (Heating, Ventilation & Air Conditioning): 3000 employees
$200 million sales
Over 95% sales in NA and EU
Small presence in SA and new presence in Asia
Case A: Transforming a Corporate Culture (North America)
Case B: Building a Global Team (Europe)
28. Initial North America Culture Issues
• S&H Fabrication (HVAC) was acquired by GT in 1998
• Culture change initiated in 2003
• New VP & General Mgr. (ninth leader in 5 yrs.)
• Feedback from long service (over 15 yr.) employees
Innovative and entrepreneurial culture of S&H replaced by
slow, bureaucratic structure of TI Automotive
Management not interested in HVAC
Frustrated with implementing TI procedures and TI personnel
would not listen to their concerns and recommendations
“We are the red-headed step child of TI”
Concerned about the future due to limited progress diversifying
the customer base (95% GM) and recent personnel reduction.
30. From From Analysis to Action
Priority Structure
1. Involvement Involvement Meetings
identify issues
2. Teamwork Business Teams
take action
31. Involvement Meetings: Initial Implementation
• Involved most salaried employees in North America
• First Meeting
• Reviewed Survey Results: Identified top 3 improvements and
specific actions to support
• TOP 3: Vision, Strategy, Change
• Defined initial HVAC Vision
• Second Meeting
• Status report on Denison improvement progress
• Reviewed HVAC Strategy and defined revisions
• Defined HVAC objectives for following year
32. Business Teams
• Cross-functional teams defined and empowered to support our HVAC
Vision.
• Two types of teams exist:
• Customer teams: regional and/or global (Ford, GM, Chrysler,…)
• Non-customer / support teams: regional and/or global (Purchasing, Technology)
• Business teams drive final definition and implementation of HVAC
strategies, priorities and supporting objectives
• Teams openly share information within their team and, where
appropriate, across the regional / global organization
• Business teams possess complete responsibility and authority to
constructively complete their objectives
• Business teams clearly identify when management support is necessary
37. Common Themes For Culture Change
North America & Europe
• Initiation of team structures (business teams)
• Alignment of vision, strategy, objectives & rewards
• Implementation of Denison survey & formal action planning
• Involvement meetings & business team meetings
• Establishment of extensive capability development system
• Extensive reward and recognition systems
• Regular communication and team activities
39. Special Offers
Denison Consulting clients who bulk order Leading
Culture Change in Global Organizations can receive
these exclusive, limited-time offers!
Free, in-
25 Books
300 Books
FREE
100 Books Free, live person
Denison webcast by speaking
Consulting Dan event by
e-Workshop Denison Dan
Denison
Estimated final price per book:
$30.00
40. Leading Culture Change in Global
Organizations:
Special 3-Part Webinar Series
Part I: Getting Your Own House In Order
May 31, 2012 11:00 am – 12:00 pm EDT
This webcast will focus on Supporting the Front Line and Creating
Strategic Alignment by exploring successful change initiatives.
Part II: Crossing Borders
June 28, 2012 11:00 am - 12:00 pm EDT
This webcast explores the challenges companies face in ’Crossing
Borders’ to build effective cultures.
Part III: Emerging Markets
July 19, 2012 11:00 am - 12:00 pm EDT
Part III of this webinar series examines the challenges — and
unique opportunities — of implementing culture change in an
increasingly relevant context: Emerging Markets.
Editor's Notes
Dan Introduces the book
Sharing key insights from his newest book — Leading Culture Change in Global Organizations: Aligning Culture & Strategy — Dan Denison, Chairman and Founding Partner of Denison Consulting, will examine the approaches that successful companies have used to implement culture change in their organizations, and the cultural dynamics they need to manage in order to remain competitive.
Katrina shows website and explains features. First features shows video
Explains EXCLUSIVE dealsSweeten Pie: If you buy now ½ hour live webcast***Must be used within one year
Sharing key insights from his newest book — Leading Culture Change in Global Organizations: Aligning Culture & Strategy — Dan Denison, Chairman and Founding Partner of Denison Consulting, will examine the approaches that successful companies have used to implement culture change in their organizations, and the cultural dynamics they need to manage in order to remain competitive.