This document discusses measuring and transforming organizational culture. It begins by defining culture as the values, beliefs, and behaviors reflected by organizational leaders. Four dimensions of leadership/energy are identified: physical, emotional, intellectual, and spiritual. Values are described as shorthand for individual and collective motivations. Both positive values like trust and potentially limiting values like power are discussed. Stages of personal and organizational leadership development moving from self to team to larger organization are presented. The document then outlines tools for measuring and mapping organizational culture, including identifying the distribution of values across seven levels of consciousness from survival to service. Case studies apply these tools to analyze current and desired cultures. Finally, approaches for shifting culture through personal and systemic transformation are

1. Measuring Culture Change: Understanding Cultural and
Systems-change Dimensions within Companies
Pamela Wilhelms, Wilhelms Consulting Group @pwilhelms

2. www.valuescentre.com 2www.valuescentre.com
Wilhelms Consulting Group
MEASURING CULTURE CHANGE
Pamela Wilhelms
Wilhelms Consulting Group

3. 3
What is Culture?
“The way things are done around here”
The culture of an
organization or any group
of individuals is a
reflection of the values,
beliefs and behaviors of
leaders of the group and
the legacy of past leaders.

4. 4
Culture
“Culture isn’t just one aspect
of the game – it IS the game…
…in the end, an organization is no more
than the collective capacity of its people to
create value”.
Lou Gerstner
Former IBM Chairman

5. 5
Four Dimensions of Leadership/Energy
PHYSICAL EMOTIONAL
INTELLECTUAL SPIRITUAL

6. 6
Culture - Tor Eneroth, 2010
”Winds”
Reason, Logic
”Currents”
Spirit,
Emotions
Vision,
Strategy, Goals, Plans,
Structure, Systems
Habits,
Attitudes, Traditions,
Prejudices, Patterns,
Feelings,
Fear,
Values,
Beliefs

7. 7
What are Values?
Values - A shorthand
method of describing our
individual and collective
motivations and what is
important to us.
Values can be positive
or potentially limiting.
Positive Values: trust, creativity,
passion, honesty, integrity, clarity
Potentially Limiting Values: power,
blame, greed, status, being liked

8. 8
A Crisis in Leadership
I have come to believe that much of what my
colleagues and I taught has caused real suffering,
suppressed wealth creation, destabilized the world
economy, and accelerated the demise of the 20th
century capitalism.
We managed to produce a generation of
managers and business professionals that is
deeply mistrusted and despised by a majority of
people in our society and around the world. This
is a terrible failure.
Shoshana Zuboff, “The Old Solutions Have Become the New
Problems,” Business Week, Viewpoint, July 2, 2009.
Shoshana Zuboff, Harvard Business School

9. 9
Culture Shifts
A shift in focus from “I” to “we”
A shift from self-interest to the common good
A shift from being the best in the world
to the best for the world.
WE NEED A NEW LEADERSHIP PARADIGM

10. 10
Stages of Leadership Development
Stage 1:
Personal Mastery
Overcoming the fears of
the Ego to become viable
and independent in your
framework of existence
Stage 2:
Internal Cohesion
Aligning the motivations
of the Ego with the Soul
(bonding) to become an
authentic individual
Stage 3:
External Cohesion
Cooperating with other
individuals who share the
same values and mission
to leverage impact
Evolution
Stage 1:
Team Mastery
Overcoming the fears of
individual Team members
To minimize cultural
entropy
Stage 2:
Internal Cohesion
Aligning the motivations
of Team members with
the mission of the Team
for team alignment
Stage 3:
External Cohesion
Cooperating with other
Teams who share the
same values and vision
Stage 1:
Personal Mastery
Overcoming the fears of
individual Staff members
to minimize cultural
entropy
Stage 2:
Internal Cohesion
Aligning the motivations
of Staff members with
the vision and values of
the Organization
Stage 3:
External Cohesion
Cooperating with other
Organizations who share
the same values and
vision
Leading Self Leading a Team
Leading an
Organisation
Leaders as
a Coach
Leaders as
a Servant

11. 11
Whole System Transformation (Evolution)
Interior Exterior
Individual
Collective
1
3
2
4
When the
leaders values
change
The leaders
behaviours
change
The values of
the organization
change
Behaviours of
organization
change

12. 12
Cultural Evolution – Whole System Change
Interior Exterior
Individual
Collective
Personality:
Values and
Beliefs
of an
Individual
Culture:
Values and
Beliefs
of a Group
Social
Structures:
Actions and
Behaviours
of a Group
Character:
Actions and
Behaviours
of an
Individual
MissionAlignment
ValuesAlignment
Structural Alignment
Personal Alignment

13. 13
The Three Mantras of Organizational Performance
Cultural Capital is the new frontier
of competitive advantage.
Mantras Implications
The Culture of an organizations is a
reflection of leadership
consciousness
Measurement matters. If you can
measure consciousness,
you can manage it.
Who you are and what your
organization stands for
is vitally important.
Organizational transformation
begins with the personal
transformation of the leaders
You can make the evolution of
consciousness, conscious
Focus on Vision, Mission and Values
Begins with Self Leadership
Measure and Map the Values

14. 14
The Barrett 7 Levels Model

15. 15
Origins of the Cultural Transformation Tools
Growth Needs
When these needs are fulfilled they
do not go away, they engender
deeper levels of motivation and
commitment.
Deficiency Needs
An individual gains no
sense of lasting
satisfaction from being
able to meet these
needs, but feels a sense
of anxiety if these needs
are not met.Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
Self Actualization

16. 16
Maslow’s Needs to Barrett’s Consciousness
Know and
Understand
Physiological
Safety
Love & Belonging
Self-esteem
Abraham Maslow
Know and
Understand
N e e d s C o n s c i o u s n e s s
Self-Actualization
Richard Barrett

17. 17
Maslow’s Needs to Barrett’s Consciousness
Know and
Understand
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
N e e d s C o n s c i o u s n e s s
1. Expansion of self-actualization
into multiple levels.
2. Substitute ‘states of
consciousness’
for hierarchy of needs.
3. Each state of consciousness
is defined by specific values
and behaviors.

18. 18
Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Financial Security & Safety
Creating a safe secure environment for self
and significant others. Control, greed
Belonging
Feeling a personal sense of belonging, feeling loved
by self and others. Being liked, blame
Self-worth
Feeling a positive sense of pride in self
and ability to manage your life. Power, status
Personal Growth
Understanding your deepest motivations, experiencing
responsible freedom by letting go of your fears
Finding Personal Meaning
Uncovering your sense of purpose and creating
a vision for the future you want to create
Collaborating with Partners
Working with others to make a positive difference
by actively implementing your purpose and vision
Service to Humanity and the Planet
Devoting your life in self-less service
to your purpose and vision

19. 19
Positive Focus / Excessive Focus
Financial Stability
Financial viability, organizational growth,
employee health, safety. Control, corruption, greed
Belonging
Loyalty, open communication, customer satisfaction,
friendship. Manipulation, blame
High Performance
Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Continuous Renewal and Learning
Accountability, adaptability, empowerment,
teamwork, goals orientation, personal growth
Building Organizational Community
Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Strategic Alliances and Partnerships
Environmental awareness, community involvement,
employee fulfillment, coaching/mentoring
Service To Humanity And The Planet
Social responsibility, future generations, long-term
perspective, ethics, compassion, humility
Stages in the Development of Organizational Consciousness
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

20. 20
Positive Focus / Excessive Focus
Financial Stability
Belonging
High Performance
Continuous Renewal and Learning
Building Organizational Community
Strategic Alliances and Partnerships
Service To Humanity And The Planet
Moving 7 Levels: You, Park as Whole, & Division/Branch
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

21. 21
Organizational (Cultural)
Values Assessments

22. 22
Placement of Values by Level
Current Culture 100 Employees
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4. goals orientation (46)
5. knowledge (43)
6. creativity (42)
7. productivity (37)
8. image (L) (36)
9. profit (36)
10. open communication (31)
10
42 5
7
9
6
8
3
110
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

23. 23
Cultural
Entropy
Distribution of Values by Level
Current Culture 100 Employees
11%
1
2
3
4
5
6
7Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

24. 24
Engineering and Projects Company (339)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 1
CC - DC 4
PV - DC 2
Health
Index (PL)
PV: 10-0
CC: 7-3
DC: 10-0
1. honesty 169 5(I)
2. accountability 165 4(R)
3. commitment 150 5(I)
4. continuous learning 92 4(I)
5. balance (home/work) 91 4(I)
6. family 91 2(R)
7. self-discipline 91 1(I)
8. responsibility 89 4(I)
9. respect 81 2(R)
10. open communication 76 2(R)
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
1. continuous
improvement
111 4(O)
2. customer
satisfaction
111 2(O)
3. safety conscious 102 1(O)
4. cost reduction 88 1(O)
5. job insecurity (L) 77 1(O)
6. inconsistent (L) 75 3(I)
7. teamwork 74 4(R)
8. accountability 71 4(R)
9. blame (L) 71 2(R)
10. corporate image 64 3(O)
1. accountability 180 4(R)
2. customer
satisfaction
147 2(O)
3. continuous
improvement
143 4(O)
4. employee development 111 4(O)
5. employee recognition 96 2(R)
6. commitment 95 5(I)
7. inspirational leadership 95 6(O)
8. employee fulfilment 94 6(O)
9. teamwork 90 4(R)
10. professionalism 80 3(O)
Values Plot Copyright 2011 Barrett Values Centre February 2011
The values that
are important to
employees in
their personal
lives.
How employees experience the company - What is
working well? What is undermining the sustainability
of the company.
What
employees
believe is
necessary
for the
company
to achieve
its full
potential

25. 25
1%
1%
1%
9%
12%
17%
24%
8%
6%
21%
0% 20% 40%
1
2
3
4
5
6
7
6%
5%
12%
10%
8%
14%
11%
9%
5%
20%
0% 20% 40%
1
2
3
4
5
6
7
1%
1%
0%
6%
12%
16%
19%
13%
5%
27%
0% 20% 40%
1
2
3
4
5
6
7
Engineering and Projects Company (339)
C
T
S
Values Distribution Copyright 2011 Barrett Values Centre February 2011
C = Common Good
T = Transformation
S = Self-Interest
Positive Values
Potentially Limiting
Values
CTS = 38-21-41
Entropy = 3%
CTS = 25-20-55
Entropy = 23%
CTS = 37-27-36
Entropy = 2%
Personal
Values
Current Culture
Values
Desired Culture
Values
Total number of
votes for all
values at each
level
Cultural Entropy
% of Votes for
Limiting Values
Common Good
Transformation
Self Interest

26. 26www.valuescentre.com
CBT Staff (154)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
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
PV - CC 0
CC - DC 1
PV - DC 1
1. honesty 61 Level 5
2. commitment 60 Level 5
3. humor/fun 53 Level 5
4. reliability 51 Level 3
5. enthusiasm 44 Level 5
6. adaptability 43 Level 4
7. family 37 Level 2
8. integrity 34 Level 5
9. trust 34 Level 5
10. balance (home/work) 32 Level 4
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
1. cost reduction 76 Level 1
2. bureaucracy (L) 66 Level 3
3. confusion (L) 61 Level 3
4. profit 54 Level 1
5. information hoarding
(L)
47 Level 3
6. short-term focus (L) 47 Level 1
7. hierarchical (L) 45 Level 3
8. results orientation 39 Level 3
9. client focus 38 Level 2
10. empire building (L) 36 Level 2
1. client satisfaction 66 Level 2
2. employee fulfillment 65 Level 6
3. continuous improvement 58 Level 4
4. effective communication 56 Level 2
5. teamwork 50 Level 4
6. financial stability 44 Level 1
7. adaptability 42 Level 4
8. client focus 38 Level 2
9. professionalism 35 Level 3
10. vision 35 Level 7
Values Plot Copyright 2008 Barrett Values Centre August 2008

27. 27
Places to Intervene
5 – The rules of the systems
4 – The power to add, change, evolve or
self organize systems structure
3 – The goals of the system
2 - The mindset or paradigm out of which
the systems arises
1 – The power to transcend paradigms
27

28. 28

29. 29
Potentially
Limiting
Values
Definition
How do WE define this value?
Culture
How does it look like/appear
in our daily work situations?
Preventive actions
What actions can we* take to take out this limiting value?
*) ME personally, WE as a group and the
COMPANY/Management?
Caution
 No risk taking
 No stretch
 Both a personal- and a
team behavior
 Lean organizational
set up – not
overspending
regarding resources
 Not stating how good we
are or someone is – low
profile.
 If we are not 100% sure,
we would not do it.
 Too self critical, which
hinders you from taking
action.
 Afraid of making
mistakes.
 Avoid conflicts.
 Don’t dare to say what
you see and think or feel.
 We don’t always share
the problems, so I don’t
bring my problems to the
team and vs.
 If I bring up my problem I
have to follow it up, so I
don’t bring up.
 Slow in taking action on
decisions taken.
 We don’t stretch our
budgets – we want to
make sure we can reach
our targets.
 (ME) Bring your problems to the team and
use the team to solve them, and follow it up.
Bring your possibilities and opportunities to
the team as well.
 (COMPANY) Our defined responsibilities is
to too individual and not shared within the
team. We need to define our shared team
responsibilities by clear targets. Not only as a
target as a sum of all sites.
 (ME/WE) Every member of the team should
feel responsible for the problem that are
brought to the team.
 (WE) Make our team profile more clear to our
stakeholders.
 (ME) Be more challenging (in our team and
outside the team?)
 (ME) Talk and share what we are good at
more (proven by benchmarks) and be proud
of it!!
 (ME/COMPANY) Be prepared to take risks.
Bring up specific situations regarding
potential risks in the RMT.

30. 30
1. open communication
2. professional growth
3. customer satisfaction
4. balance (home/work)
5. leadership
development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfillment
12. global perspective
13. shared values
1. family
2. enthusiasm
3. personal growth
4. responsibility
5. performance
6. health
7. open communication
8. efficiency
9. financial stability
10. balance
(home/work)
Personal Values Desired Culture Values
PLAN
Free our Full Potential – The Korea Story

31. 31
Culture Development Plan

32. 32
VOLVO IT Korea Culture Transformation Story
PL= 10-0 | IROS (P)= 2-2-7-0 | IROS (L)= 0-0-1-0 PL= 12-0 | IROS (P)= 0-4-8-0 | IROS (L)= 0-0-0-0 PL= 13-0 | IROS (P)= 0-6-7-0 | IROS (L)= 0-0-0-0
Matches 4
1. global perspective
2. customer
satisfaction
3. open
communication
4. cost-consciousness
5. diversity
6. goal orientation
7. long hours (L)
8. result orientation
9. shared values
10. customer
collaboration
11. experience
12. responsibility
1. open communication
2. global perspective
3. customer satisfaction
4. information sharing
5. balance
(home/work)
6. organisational growth
7. cost-consciousness
8. continuous learning
9. co-operation
10. professional growth
11. reliability
12. teamwork
1. open communication
2. professional growth
3. customer satisfaction
4. balance (home/work)
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfilment
12. global perspective
13. shared values
Current 2007 Current 2008 Desired 2007
PLAN
Matches 7
Volvo IT Korea Transformation Journey

33. 33

34. 34
Culture - Tor Eneroth, 2011
Volvo IT Senior Managers (104)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-8-0 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2
CC - DC 4
PV - DC 5
Health
Index (PL)
PV: 10-0
CC: 10-0
DC: 10-0
1. commitment 61 5(I)
2. trust 48 5(R)
3. honesty 43 5(I)
4. cooperation 42 5(R)
5. respect 42 2(R)
6. humour/fun 41 5(I)
7. accountability 32 4(R)
8. integrity 32 5(I)
9. openness 30 5(R)
10. courage 29 4(I)
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
1. global perspective 48 3(O)
2. cost-consciousness 43 3(O)
3. customer
collaboration
38 6(O)
4. commitment 36 5(I)
5. customer satisfaction 32 2(O)
6. challenge 31 4(O)
7. professionalism 29 3(O)
8. cooperation 28 5(R)
9. results orientation 26 3(O)
10. financial stability 24 1(O)
1. global perspective 38 3(O)
2. customer collaboration 37 6(O)
3. trust 36 5(R)
4. commitment 34 5(I)
5. professionalism 33 3(O)
6. accountability 32 4(R)
7. continuous
improvement
32 4(O)
8. humour/fun 32 5(O)
9. respect 28 2(R)
10. innovation 26 4(I)
Values Plot Copyright 2010 Barrett Values Centre May 2010

35. 35
Humility, Future generations, Service to humanity (free of charge),
Serve the planet, Sustainability
Create value, Collaboration Award, Sustainable business, For the good of the Volvo Group, Inclusive leadership,
Global Truck, Joint missions, Social responsibilities, Help solve customers problems, “Open Source” mentality, Mentoring
Employee development, Social Awards, “Highest Value” to our Customer Awards, Leader in sustainable environmental solutions,
Strategic alliances, Social contribution, Partnership,, Integration, Environmental awareness, Responsible citizen, win-win strategies
Shared responsibilities, Enthusiasm, Meaning, Part of something bigger, Shared culture, Commitment, Attractive, Inspiring
Celebrate successes, Energizing, Shared agenda, Trust, Spirit, Honesty, Living culture, Engagement index, Shared Vision and Mission,
Agile culture
Work-Life balance, Agility, Flexibility, Equality, Mix of gender, Dialogue, Development, Benchmark, Lab for innovation,
Challenge/see new opportunities, Diversified teams, Sharing to learn, ALP, Mix of people, Diversity Award, Openness,
Understanding business specifics, Quick learners
Global player, Financial structure, State of the art, Quality, Cost, Getting things done, Effective connected systems,
Best practice, Talent/skills, Global mindset, High accountability to take action, Improved way of working, Detection System,
Bounderlyless, Self confident
Customer focus, Listening/understanding with respect, Respect
(1%)
(4%)
(18%)
(23%)
(23%)
(27%)
(6%)
(100%)June 24, 2009
Growth
Executive Management Team “Vision Stories”

36. 36
High Performance Culture
How do you mobilize employees
to improve performance?

37. 37
What’s most important to each person?

38. 38
Values are Undercurrents
Values are undercurrents.
Is your culture flowing together?

39. 39
Cultural Alignment:
The Top-Down Approach

40. 40
Alignment of Values, Behaviors
& Performance Indicators
If you want to go fast, go alone.
If you want to go far, go together.