Experiences of using the Cultural Transformation Tools in building values-driven communities and nations. The second lecture as part of tour of Germany in April 2016.
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
A deeper, more profound perspective on organizational and personal transformation. The fourth of a series of lectures as part of a tour of Germany in April 2016.
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
A deeper, more profound perspective on organizational and personal transformation. The fourth of a series of lectures as part of a tour of Germany in April 2016.
Berlin: How leaders build cultural capital--A MasterclassBarrett Academy
A masterclass in building cultural capital using the Cultural Transformation Tools. The sixth in a series of lectures as part of a tour of Germany in April 2016.
What is being called forth in business and politics is a global paradigm shift. It’s a shift from a world focused on self-interest to a world focused on the common good. It’s a shift from “what’s in it for me” to “what’s best for everyone.”
The spiritual psychological dimension of creativity and flow richard barrett ...Barrett Academy
This slide deck was presented in a key note speech at the ESADE Spirituality and Creativity in Management World Congress held in Barcelona on 23-25 April 2015
This presentation is based on my new book which will be published in August 2016. The book is entitled... A New Psychology of Human Well-Being. The presentation looks at the root causes of depression (the ego-soul dynamic) and how to improve the level of well-being in organizations.
The values driven organisation brazil may 2014 uk versionBarrett Academy
This is the English version of a presentation I will be doing to 800 HR professionals in Rio de Janeiro next week. I will also be launching The New Leadership Paradigm and The Values Driven Organisation in Portuguese.
Rethinking employee engagement from the perspective of psychological developm...Barrett Academy
This presentation looks at employee engagement from a psychological perspective. It provides an overview of the seven stages of psychological development and describes the needs at each stage.
Berlin: How leaders build cultural capital--A MasterclassBarrett Academy
A masterclass in building cultural capital using the Cultural Transformation Tools. The sixth in a series of lectures as part of a tour of Germany in April 2016.
What is being called forth in business and politics is a global paradigm shift. It’s a shift from a world focused on self-interest to a world focused on the common good. It’s a shift from “what’s in it for me” to “what’s best for everyone.”
The spiritual psychological dimension of creativity and flow richard barrett ...Barrett Academy
This slide deck was presented in a key note speech at the ESADE Spirituality and Creativity in Management World Congress held in Barcelona on 23-25 April 2015
This presentation is based on my new book which will be published in August 2016. The book is entitled... A New Psychology of Human Well-Being. The presentation looks at the root causes of depression (the ego-soul dynamic) and how to improve the level of well-being in organizations.
The values driven organisation brazil may 2014 uk versionBarrett Academy
This is the English version of a presentation I will be doing to 800 HR professionals in Rio de Janeiro next week. I will also be launching The New Leadership Paradigm and The Values Driven Organisation in Portuguese.
Rethinking employee engagement from the perspective of psychological developm...Barrett Academy
This presentation looks at employee engagement from a psychological perspective. It provides an overview of the seven stages of psychological development and describes the needs at each stage.
Nine Steps of Collaboration with Craig NealValuesCentre
2016 CTT International Conference:
Craig Neal shares the nine steps of collaboration, including a case study of how the steps have been applied in government and relates to public engagement.
Presentation from Sport & Recreation Alliance 2014 by Georgia Park of Cascade Coaching.
Presentation is on building a values driven organisation and the role of leadership in this process.
The Culture Transformation at Quantum Group By Khaled Tayyara at PMI Lebanon ...PMILebanonChapter
ABOUT PMI
PMI LEBANON CHAPTER
MONTHLY LECTURES
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Monthly Lecture: The Culture Transformation
October 29 @ 6:00 PM - 7:00 PM
Khaled Tayyara
The PMI Lebanon Chapter is glad to announce that Khaled Tayara is the speaker for this month and will give a lecture titled “The Culture Transformation at Quantum Group“, to be delivered on Thursday, 29th of October, 2015 at 6:00PM at Holiday Inn Dunes, Verdun, Beirut.
Lecture Outline:
Change, and how the world of communication is shifting
Culture as the competitive advantage.
The call for action, how the project was developed
The approach and the tool
The journey and the milestones
Project team
Plan of actions and implementation
Q&A
Lecture Objectives:
It is know that the only constant in life is change and it is no different for organizations. The world of communication is moving and shifting fast, at Quantum Group our executives are aware and facing it heads on.
In order to adapt, they are adopting their best thinking to realign our core values with our vision and mission, revisit our strategies as well as systems and processes, as we need to step up to these challenges. The ultimate objective of this project is to transform and prepare Quantum people to the new Business challenges of the Communication Industry.
The Future of HR - Presentation to HRDF LeadersRoshan Thiran
This was the presentation slides on the Future of HR and how it is being disrupted and needs to transform for the 21st century. This presentation was by Roshan Thiran to HRDF Leaders
A description of the Humanity Awareness Initiative, its origins, its purpose, and vision. Showing details of the audiences and the implementation process.
This presentation is based on my new book A New Psychology of Human Well-Being which will be published in August 2016. The presentation explores the root cause of depression (lack of ego-soul alignment) and shows how to measure well-being at work.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
2. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
2
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
BUILDING A VALUES-DRIVEN CULTURE
WHY ARE VALUES-DRIVEN CULTURES
IMPORTANT?
3. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
3
Values Alignment
Performance
BECAUSE VALUES-DRIVEN
CULTURES ARE THE MOST
SUCCESSFUL ON THE
PLANET
4. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
4
WHY ARE VALUES-DRIVEN CULTURES
THE MOST SUCCESSFUL?
BECAUSE THEY CARE ABOUT THE
NEEDS OF THEIR PEOPLE, AND …
5. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
5
… THEY ALSO CARE ABOUT THE NEEDS
OF ALL THEIR STAKEHOLDERS
Suppliers Community
6. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
6
S&P 500
Average
Annualized
Return
16.39%
Average
Annualized
Return
4.12%
BCWF
The Best Companies to Work For engender high levels of employee engagement and commitment,
because the leaders of these organisations focus on meeting their employee’s needs.
The Top 40 Best Companies to Work For (USA)
7. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
7
The Top 40 Best Companies to Work For (USA)
Adobe Systems Inc.
Adobe Systems Inc.
Aflac Inc.
Amazon.com Inc.
American Express Co.
Autodesk Inc.
Build-A-Bear Workshop Inc.
Capital Trust Inc. Class A.
Chesapeake Energy Corp.
Devon Energy Corp.
Dreamworks Animation SKG
Inc.
EOG Resources
FactSet Research Systems Inc.
General Mills Inc.
Goldman Sachs Group Inc.
Goldman Sachs Group Inc.
Google Inc. Class A.
Hasbro, Inc.
Intel Corp.
Intuit Inc.
Marriott International Inc.
Mattel Inc.
Medical Properties Trust Inc.
Men’s Wearhouse
Microsoft Corp.
National Instruments Corp.
NetApp Inc.
Nordstrom Inc.
Novo Nordisk, A/S ADR
Novo Nordisk, A/S ADR
Nustar Energy, L.P.
Publix Super Mkts, Inc.
Qualcomm Inc.
Rackspace Hosting Inc.
Salesforce.com Inc.
Southern Michigan Bankcorp.
St Jude Medical, Inc.
Starbucks Corporation
Stryker Corporation
SVB Financial Group
Ultimate Software Group, Inc.
Umpqua Holdings Corporation
Whole Food Markets, Inc.
8. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
8
Investments in Values and Culture pay back!
>500 Culture
Ambassadors
to facilitate and support
values-driven culture
“Dedicated and persistent
work with our wanted
culture is one of
our most critical
success factors”
Results
Customer Satisfaction From 60 to 90%
Employee Satisfaction 90% …5 years
Owners Trust Low to High!
Delivery Precision 55 to 90%
Attractive Employer Best in Class!
Systematic Approach
>100 tools and
methods for
active dialogues
and reinforcement
Consistently
Shared
Mission, Vision
Values
9. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
9
Intangible Assets make up most of market value
17%
32%
68%
80% 84%
83%
68%
32%
20% 16%
0%
20%
40%
60%
80%
100%
1975 1985 1995 2005 2015
Intangible Assets Tangible Assets
Source: Ocean Tomo LLC, January 2015
Components of S&P 500
10. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
10
“No matter how far reaching the vision or how brilliant
the strategy, neither will be realized if it is not supported
by the organisational culture.” Luther Johnson
Peter Drucker
“CULTURE EATS STRATEGY FOR BREAKFAST”
11. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
11
Peters and Waterman, “In Search of Excellence:
Lessons from America’s best run companies”, 1983
Clarifying the value system
and breathing life into it are
the greatest contributions a
leader can make.
The Leader and the Values
12. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
12
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 it, 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 Leading Self
Measure and Map the Values
13. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
13
The Culture Change Process
1. Cultural
Values
Assessment
2. Share results
and start
dialogue
3. Prioritize
values
4. Identify
behaviours
5. Create culture
development
plan
6. Implement
changes and
programmes
ENTROPY
PERFORMANCE
14. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
14
BUILDING A VALUES-DRIVEN ORGANIZATION
START WITH A VALUES SURVEY
15. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
15
PERSONAL VALUES
Which of the following values/behaviours most reflect
who you are? Pick ten.
CURRENT CULTURE
Which of the following values/behaviours most reflect
how your organisation currently operates? Pick ten.
DESIRED CULTURE
Which of the following values/behaviours most reflect
how you would like your organisation to operate? Pick
ten.
16. Highly Engaged Team (19)
customer satisfaction 13 2(O)
making a difference 13 6(S)
commitment 10 5(I)
employee fulfilment 10 6(O)
continuous improvement 9 4(O)
humour/ fun 9 5(O)
shared vision 9 5(O)
customer collaboration 8 6(O)
balance (home/work) 6 4(O)
teamwork 6 4 (R)
customer satisfaction 12 2(O)
continuous improvement 10 4(O)
employee fulfilment 10 6(O)
making a difference 9 6(S)
shared vision 9 5(O)
continuous learning 8 4(O)
accountability 6 4(R)
innovation 6 4(O)
teamwork 6 4(R)
trust 6 5(R)
Values PlotCopyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 4
CC - DC 6
PV - DC 4
Cultural Entropy:
Current Culture
7%
family 15 2(R)
making a difference 13 6(S)
humour/ fun 11 5(I)
well-being 11 6(I)
continuous learning 10 4(I)
commitment 8 5(I)
accountability 7 4(R)
financial stability 7 1(I)
trust 7 5(R)
compassion 6 7(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0
17. Highly Engaged Team (19)
Personal Values
Values DistributionCopyright 2015 Barrett Values Centre
Positive Values
Potentially Limiting Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
0%
0%
0%
5%
14%
9%
21%
25%
17%
9%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
5%
6%
10%
4%
20%
28%
24%
1%
0% 20% 40% 60%
1
2
3
4
5
6
7
0%
0%
0%
5%
9%
10%
27%
23%
22%
4%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24
Personal Entropy = 0%
Cultural Entropy = 7%
Cultural Entropy = 0%
Low level of
Cultural Entropy
= High level of
Employee
Engagement
26%
46%
28%
25%
48%
27%
26%
50%
24%
18. Highly Disengaged Team(24)
confusion (L) 15 3(O)
long hours (L) 12 3(O)
short-term focus (L) 11 1(O)
blame (L) 10 2(R)
information hoarding (L) 9 3(R)
manipulation (L) 8 2(R)
hierarchy (L) 8 3(O)
results orientation 7 3(O)
bureaucracy (L) 6 3(O)
quality 6 3(O)
continuous improvement 11 4(O)
information sharing 10 4(O)
quality 9 3(O)
customer satisfaction 8 2(O)
teamwork 8 4(R)
accountability 7 4(R)
professionalism 7 3(O)
efficiency 6 3(O)
balance (home/work) 6 4(O)
continuous learning 6 4(O)
Values PlotCopyright 2016 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 0
CC - DC 1
PV - DC 2
Cultural Entropy:
Current Culture
47%
commitment 26 5(I)
honesty 12 5(I)
integrity 9 5(I)
adaptability 8 4(I)
continuous learning 8 4(I)
responsibility 8 4(I)
cooperation 8 5(R)
efficiency 7 3(I)
family 6 2(R)
humour/ fun 6 5(I)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0
19. Highly Disengaged Team (47)
Personal Values
Values DistributionCopyright 2016 Barrett Values Centre
Positive Values
Potentially Limiting Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
2%
0%
0%
6%
10%
13%
21%
36%
7%
5%
0% 20% 40% 60%
1
2
3
4
5
6
7
11%
11%
25%
6%
6%
11%
16%
7%
5%
2%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
0%
3%
10%
18%
32%
23%
9%
3%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33
Personal Entropy = 2% Cultural Entropy = 2%
High level of
Cultural Entropy
= Low level of
Employee
Engagement
Cultural Entropy = 47%
20. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
20
What is Cultural Entropy?
The amount of energy that is consumed in an organisation
doing unnecessary or unproductive work that does not
add value.
It is a measure of the conflict, friction and frustration that
employees encounter in their day-to-day activities that
prevent the organisation from operating at peak
performance.
21. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
21
Cultural entropy is a function of the personal
entropy of the current leaders of an
organisation and institutional legacy of past
leaders as embedded in the structures,
systems, policies and procedures.
How Does Cultural Entropy Arise?
22. Powerful metrics that enable leaders to measure and manage cultures.
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22
What is Personal Entropy?
Personal entropy is the amount of fear-driven
energy that a person expresses in his or her day-
to-day interactions with other people.
It is a measure of a lack of a person’s lack of personal
mastery skills. Fear-driven energy arises from the
conscious and subconscious fear-based beliefs of the ego
about meeting its deficiency needs.
23. continuous learning 11 Level 4
generosity 11 Level 5
commitment 10 Level 5
positive attitude 10 Level 5
vision 10 Level 7
ambitious 9 Level 3
making a difference 8 Level 6
results orientation 8 Level 3
honesty 7 Level 5
integrity 7 Level 5
intuition 7 Level 6
leadership developer 7 Level 6
1. customer satisfaction 16 Level 2
2. commitment 11 Level 5
3. continuous learning 11 Level 4
4. making a difference 11 Level 6
5. global perspective 9 Level 3
6. mentoring 9 Level 6
7. enthusiasm 8 Level 5
8. leadership development 8 Level 6
9. integrity 7 Level 5
10. open communication 7 Level 2
11. optimism 7 Level 5
12. shared values 7 Level 5
Cultural Evolution Begins with Personal Evolution
Cultural Entropy 7%Personal Entropy 9%
Culture ValuesLeader’s Values
The culture of
an organisation
is a reflection
of leadership
consciousness.
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Internal
Cohesion
LVA Feedback 27 Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Internal
Cohesion
25. Powerful metrics that enable leaders to measure and manage cultures.
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25
How to Measure Personal Entropy?
LEADER’S VALUES
Which of the following values/behaviours
most reflect how you operate? Pick ten.
ASSESSOR’S OBSERVED VALUES OF LEADER
Which of the following values/behaviours
most reflect how Leader “X” operates? Pick
ten.
http://www.valuescentre.com/our-products/products-
leaders/leadership-values-assessment-lva
LEADERSHIP VALUES ASSESSMENT
28. Powerful metrics that enable leaders to measure and manage cultures.
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28
BUILDING A VALUES-DRIVEN CULTURE
THE JOURNEY
29. SA Bank: Evolution of Current Culture
1. cost-consciousness
2. profit
3. accountability
4. community involvement
5. client-driven
6. process-driven
7. bureaucracy (L)
8. results orientation
9. client satisfaction
10. silo mentality (L)
2005
1. cost-consciousness
2. accountability
3. client-driven
4. client satisfaction
5. results orientation
6. performance driven
7. profit
8. bureaucracy (L)
9. teamwork
10. community involvement
2006
1. client-driven
2. accountability
3. client satisfaction
4. cost-consciousness
5. community involvement
6. performance driven
7. profit
8. achievement
9. being the best
10. results orientation
2007 2008
1. accountability
2. client-driven
3. client satisfaction
4. community involvement
5. achievement
6. cost-consciousness
7. teamwork
8. performance driven
9. being the best
10. delivery
3 Matches CC-
DC
Entropy 25%
4 Matches CC-
DC
Entropy 19%
4 Matches CC-
DC
Entropy 17%
5 Matches CC-
DC
Entropy 14%
30. SA Bank: Evolution of Current Culture
2009 2010 2011
1. accountability
2. client-driven
3. client satisfaction
4. cost-consciousness
5. community involvement
6. achievement
7. teamwork
8. employee recognition
9. being the best
10. performance driven
1. accountability
2. client satisfaction
3. client-driven
4. teamwork
5. brand reputation
6. being the best
7. achievement
8. commitment
9. community involvement
10. cost-consciousness
1. accountability
2. client-driven
3. client satisfaction
4. brand reputation
5. achievement
6. teamwork
7. environmental awareness
8. commitment
9. being the best
10. cost-consciousness
6 Matches CC-
DC
Entropy 13%
6 Matches CC-
DC
Entropy 13%
6 Matches CC-
DC
Entropy 11%
2012
1. accountability
2. client satisfaction
3. client-driven
4. brand reputation
5. teamwork
6. employee recognition
7. environmental awareness
8. performance driven
9. community involvement
10. people-centred
5 Matches CC-
DC
Entropy 10%
31. SA Bank: Evolution of Current Culture
2013 2014
5 Matches CC-
DC
Entropy 11%
6 Matches CC-
DC
Entropy 13%
1. accountability
2. client satisfaction
3. client-driven
4. brand reputation
5. employee recognition
6. performance driven
7. teamwork
8. achievement
9. integrity
10. community involvement
1. accountability
2. client satisfaction
3. client-driven
4. brand reputation
5. employee recognition
6. teamwork
7. performance driven
8. environmental awareness
9. community involvement
10. commitment
Despite a slight rise
in cultural entropy,
profitability and
productivity
continue to increase
year on year.
32. Evolution of Number of Survey Participants
8%
25%
38%
51%
67%
73%
77%
75% 74% 75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2005200620072008200920102011201220132014
Percentage of
employees voluntarily
participating in the
values assessment grew
significantly each year as
people realized that the
leaders of the
organisation were
paying attention to the
results of the
assessment.
33. Cultural Entropy Evolution
Cultural entropy
reduction led to
improved performance
through increased
employee engagement,
increased revenues,
improved productivity,
and increase in share
price.
25%
19%
17%
14%
13% 13%
11%
10%
11%
13%
0%
5%
10%
15%
20%
25%
30%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Cutlural Entropy
37. Powerful metrics that enable leaders to measure and manage cultures.
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37
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
VALUES-DRIVEN SOCIETIES
38. CTT National Assessments – Status November 2015
Denmark
2008
Latvia
2007
Sweden
2009, 2010, 2011, 2012,
2013, 2014
Iceland
2008, 2010
2014
Belgium
2010,2014
UK
2012
Finland
2010, 2011
Switzerland
2011
France
2012, 2013
2014
USA
2009, 2010, 2011
Australia
2009
Canada
2009
South Africa
2011
Bhutan
2007
Brazil
2010
Nigeria
2012
Argentina
2001**
Singapore
2012, 2015
UAE
2012
South America
North America
Africa
Asia
Oceania
Europe
Venezuela
2010 **
Trinidad & Tobago
2012
** Not statistically valid
Italy
2012
39. Powerful metrics that enable leaders to measure and manage cultures.
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39
Cultural Values Assessment of Iceland
40. Powerful metrics that enable leaders to measure and manage cultures.
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40
Cultural Values Assessment of Iceland
materialistic
short-term focus
educational opportunities
uncertainty about the future
corruption
elitism
material needs
Wasted resources
gender discrimination
blame
accountability
family
employment opportunities
financial stability
optimism
dependable public services
honesty
social responsibility
human rights
poverty reduction
family
honesty
responsibility
accountability
financial stability
trust
friendship
positive attitude
humour/fun
adaptability
respect
Personal Values Desired CultureCurrent Culture
Cultural
Entropy
53%
41. Powerful metrics that enable leaders to measure and manage cultures.
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41
Cultural Values Assessment of Iceland
1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers
Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability
43. Powerful metrics that enable leaders to measure and manage cultures.
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43
Cultural Values Assessment of Latvia
Beliefs Divide
Values Unite
44. Powerful metrics that enable leaders to measure and manage cultures.
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44
Cultural Values Assessment of Latvia
45.
46. Powerful metrics that enable leaders to measure and manage cultures.
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46
Cultural Values Assessment of USA
family
caring
honesty
responsibility
humor/ fun
accountability
respect
positive attitude
integrity
friendship
caring
family
humor/ fun
honesty
friendship
responsibility
compassion
respect
accountability
positive attitude
Democrat
Personal Values
Republican
Personal Values
47. Community Building
in Australia
Values based development for poor and socially excluded
citizens to reintegrate into work and society
Grass roots community development
49. Community Transformation in Australia
The journey of community transformation
and the path to self determination
starts with....
Extensive community engagement and the
identification of community values and vision.
‘Self belief leads to self determination and
community ownership’
50. Community Transformation in Australia
RESULTS
60% Increase in employment
100% Reduction in children
attending “safe house”
50% Decrease in adult court
appearances
Community owned policy
and programs
51. Community Transformation in Australia
community engagement 6(S)
community ownership 4(S)
leadership development 6(O)
opportunity 4(O)
working together 4(R)
teamwork 4(R)
belonging 2(R)
positive attitude 5(I)
confidence 3(I)
hope 4(I)
respect 2(R)
blame (L) 2(R)
confusion (L) 3(O)
caution (L) 1(I)
control (L) 1(R)
information hoarding (L) 3(R)
human rights 7(S)
leadership development 6(O)
working together 4(R)
exploitation (L) 1(O)
respect 2(R)
Level 2011 CURRENT CULTURE 2014 CURRENT CULTURE
7
6
5
4
3
2
1
IROS (P)= 0-2-1-1 | IROS (L)=1-3-2-0 IROS (P)= 3-4-2-2 | IROS (L)=0-0-0-0
CULTURAL ENTROPY
13%
33%2011
2014
53. Powerful metrics that enable leaders to measure and manage cultures.
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53
Storuman
Härnösand
Leksand
Östhammar
Mellerud
Göteborg
Värnamo
Halmstad
Sölvesborg
Community Transformation
in Sweden
54. Powerful metrics that enable leaders to measure and manage cultures.
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54
Politicians Civil Servants
Citizens
"Bridging the
government citizen
gap"
55. Powerful metrics that enable leaders to measure and manage cultures.
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55
56. UK Values Alliance
Formed in 2012 after UK National Values Assessment
Putting values at the heart of UK Society
http://valuesalliance.co.uk/
57.
58.
59.
60. UK Values Alliance
The UK Values Alliance is a collaborative group that is seeking
to promote values in society. We formed as a result of the
recent UK National Values Survey, which demonstrated a large
gap between the personal values of UK residents and the values
they see at a national level.
We are a hub for individuals and organisations active or
interested in the field of values. Our belief is that by acting
together, we can make a bigger difference than we can by
acting alone. Our stated purpose is to build a better UK society
by helping individuals and organisations be more aware of,
understand and live their values.
61. For more information
and get a copy of this presentation
go to:
www.richardbarrett.net
&
www.valuescentre.com