ctt overview 2012
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CTTTRANSCRIPT
www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com
Cultural Transformation Tools Overview2012
Barrett Values Centre
3500+ consultants and change agents
located in 70+ countries
1.5m+ people participated in 8000+ values assessments
in between 1998 and 2012
Core Barrett Team
18 people in the USA, UK and
Sweden
Mission:Supporting leaders in
building values-driven organisations
www.valuescentre.com 3
National/Regional Values Assessments
Australia
Belgium
Bhutan
Brazil
Canada
Denmark
Finland
Iceland
Macedonia (r)
France
Latvia
South Africa
Spain (r)
Sweden
Switzerland
United Kingdom (r)
USA
Argentina
Venezuela
Not statistically valid
(r) = Region
Requests fromUnited Arab Emirates TrinidadSingaporeNew ZealandIsraelHungaryRomaniaSlovakiaNorwayPuerto RicoCosta RicaColumbia
As at Feb 2012
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Organizational transformation starts
with the personal transformation of the
leaders
"The thing I have learned at IBM is that culture is everything.“ Lou Gerstner
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Organisation A Organisation B
Valueclient satisfaction making a differenceintegrity teamwork humor/fun quality ethicsfinancial stability
Level26545371
Valueblameshort term focusinternal competitionbuck passingrisk aversecustomer satisfaction information hoardingprofit
Level21231221
A Tale of Two Companies
ServiceMaking a DifferenceInternal CohesionTransformation
Self-Esteem
RelationshipSurvival
Cultural Entropy8%
Cultural Entropy57%
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Organisation A Organisation B
A Tale of Two Companies
ServiceMaking a DifferenceInternal CohesionTransformation
Self-Esteem
RelationshipSurvival
Cultural Entropy8%
Cultural Entropy57%
People Financial viability
Excellence Ethics Resilience
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Maslow’s Needs to Barrett’s Consciousness
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteemAbraham 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
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Story of a Full Spectrum Organisation
Service to humanity and societal contribution
External collaboration, community involvement
Sense of purpose & strong internal community
Ongoing improvement and employee participation
High performance systems, high quality output
Positive relationships that support organisation needs
Financial viability and employee safety
4 Transformation
1. Survival
7. Service
6. Making a Difference
5. Internal Cohesion
3. Self esteem
2. Relationship
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7 Levels of Organisational Consciousness
Positive Focus / Excessive Focus
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
SurvivalFinancial StabilityShareholder value, profit, organisational growth, employee health, safety. Control, corruption, greed
Employee RecognitionLoyalty, friendship, open communication, customer satisfaction, friendship. Manipulation, blame
High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency
Continuous Renewal and LearningCourage, accountability, adaptability, empowerment, teamwork, goals orientation, personal growth
Building Internal CommunityShared values, vision, trust, commitment, integrity, passion, transparency, humour/fun
Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfilment, coaching/mentoring
Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility
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Cultural Entropy
Cultural Entropy measures that percentage of fear, dysfunction, negative and destructive energy in the organisation (e.g. blame, manipulation, corruption, exploitation, bureaucracy)
40% = Crisis
10% = Healthy
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Survey Questions
1) Personal ValuesPlease select ten of the following values/behaviours that most reflect who you are, not who you desire to become.
2) Current Organisational Culture ValuesPlease select ten of the following values/behaviours that most reflect how your organisation currently operates.
3) Desired Organisational Culture ValuesPlease select ten of the following values/behaviours that you would desire for your organisation to achieve it's highest performance.
CBT Technology (154)
cost reduction (L) 76 1(O)
bureaucracy (L) 66 3(O)
confusion (L) 61 3(O)
profit 54 1(O)
information hoarding (L) 47 3(O)
short term focus (L) 47 1(O)
hierarchical (L) 45 3(O)
results orientation 39 3(O)
client satisfaction 38 2(O)
empire building (L) 36 2(R)
client satisfaction 66 2(O)
employee fulfilment 65 6(O)
continuous improvement 58 4(O)
effective communication 56 2(R)
teamwork 50 4(R)
financial stability 44 1(O)
adaptability 42 4(I)
trust 38 5(R)
professionalism 35 3(O)
vision 35 7(O)
Values Plot May 1, 2012Copyright 2012 Barrett Values Centre
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Matches
PV - CC 0CC - DC 1PV - DC 2
Health Index(PL)
PV-10-0CC - 3-7
DC - 10-0
honesty 61 5(I)
commitment 60 5(I)
humour/fun 53 5(I)
reliability 51 3(R)
enthusiasm 44 5(I)
adaptability 43 4(I)
family 37 2(R)
integrity 34 5(I)
trust 34 5(R)
balance home/work 32 4(I)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-1-6-0 IROS (P)=1-3-6-0 IROS (L)=0-0-0-0
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Cost of Limiting Values
• Short-term Focus£3,489,818
• Confusion£3,178,636
• Bureaucracy (unnecessary)£1,799,618
• Empire Building£1,764,682
• Information Hoarding£1,634,045
• Sickness and Leavers £834,225
• Hierarchical £624,327
• Long Hours £187,909
• Total Entropy (potential business value) £13,504,261Based on staff’s perception of lost productivity and opportunity.
Annual income £33,000,000 and loss of £500,000 in 2000.
Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.
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Core Values – Lived or Ignored?
1. long hours (L)2. being the best3. cost reduction (L)4. poor communication (L)5. client collaboration6. bureaucracy (L)7. confusion (L)8. arrogance (L)9. hierarchy (L)10. silo mentality (L)
Cultural Entropy 37%
1. accountability2. customer satisfaction 3. being the best 4. commitment 5. compassion 6. continuous improvement 7. integrity8. teamwork 9. cost effectiveness10. respect
Cultural Entropy 9%
Core Valuesclient collaborationteamworkdeliverymeritocracyintegrity
Core Values (I-Care)integritycompassionaccountabilityrespectexcellence
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Cultural Evolution Begins with Personal Evolution
The culture ofan organisationis a reflectionof the leadership consciousness.
power (L) 11 Level 3blame (L) 10 Level 2demanding (L) 10 Level 2manipulative (L) 10 Level 2experience 9 Level 3controlling (L) 8 Level 1arrogant (L) 7 Level 3authoritarian (L) 6 Level 1exploitative (L) 6 Level 1ruthless (L) 6 Level 1
1. short-term focus (L) 13 Level 12. blame (L) 11 Level 23. manipulation (L) 10 Level 24. caution (L) 7 Level 15. cynicism (L) 7 Level 36. bureaucracy (L) 6 Level 37. control (L) 6 Level 18. cost reduction 5 Level 19. empire building (L) 5 Level 210. image (L) 5 Level 311. long hours (L) 5 Level 3
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
CVA Current Culture
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0
Cultural Entropy 38% Personal Entropy 64%
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The culture ofan organisationis a reflectionof the leadership consciousness.
continuous learning 11 Level 4generosity 11 Level 5commitment 10 Level 5positive attitude 10 Level 5vision 10 Level 7ambitious 9 Level 3making a difference 8 Level 6results orientation 8 Level 3honesty 7 Level 5integrity 7 Level 5intuition 7 Level 6leadership developer 7 Level 6
1. customer satisfaction 16 Level 22. commitment 11 Level 53. continuous learning 11 Level 44. making a difference 11 Level 65. global perspective 9 Level 36. mentoring 9 Level 67. enthusiasm 8 Level 58. leadership development 8 Level 69. integrity 7 Level 510. open communication 7 Level 211. optimism 7 Level 512. shared values 7 Level 5
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
LV A Feedback 27 Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Cultural Evolution Begins with Personal Evolution
Cultural Entropy 7% Personal Entropy 9%
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Cultural Evolution – Whole System Change
PersonalityIndividual values and beliefs
CharacterIndividual behaviors
CultureGroup values and beliefs
Social StructuresGroup behaviors
Values Behaviors
Personal Alignment
Structural Alignment
Values Alignment
Mission Alignment
Individual
Collective
Thank you Ken Wilber
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Whole Systems Change – Preparation Phase
4. Define core values
& behaviours in the
organisation
3. Revisit the existing vision & mission or
engage in the 4 why’s process
to create one
1. Commitment from leadership to the transformation process
2. Baseline measurement (CVA) of the organisation & creation of performance scorecard
How can we remain adaptable?
How can we position ourselves for the future?
How can we build our long-term resilience?
5. Develop the compellingReasons for change
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Whole Systems Change: Implementation Phase
Why?
6. Personal Alignment
Begins with the leadership team and later expands to the larger leadership group including managers and supervisors
7. Structural Alignment
New employee/Executive selection
New employee/Executive orientation
Employee/executiveperformance evaluation
Employee/executivepromotion criteria
Talent selection and development programmes
Management development programmes
Leadership development Programs
Values Awareness programmes
8. Values Alignment
Integrate the core values and behaviours of the organsiation into the executive and employee population.
9. Mission Alignment
Integrate the vision and mission of the organisation into the executive and employee population.
1998
2006
2010
2012
1995
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Exec Team Current Culture Employee Current Culture
Matches1
Bank Example
Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship
(white circle) O = OrganizationalS = Societal
Copyright 2008 Barrett Values Centre
IROS (P)= 0-1-3-0 | IROS (L)= 0-2-5-0
1. long hours (L) 314 3(O)
2. being the best 295 3(O)
3. cost reduction 286 1(O)
4. poor communication (L) 280 2(R)
5. client first 268 6(R)
6. bureaucracy (L) 263 3(O)
7. confusion (L) 255 3(O)
8. arrogance (L) 252 3(R)
9. hierarchy (L) 250 3(O)
10. results orientation 243 3(O)
11. silo mentality (L) 243 3(O)
IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0
1. being the best 8 3(O)
2. accountability 5 4(R)
3. client satisfaction 5 2(O)
4. honesty 5 5(I)
5. teamwork 5 4(R)
6. achievement 4 3(I)
7. brand image 4 3(O)
8. excellence 4 3(I)
9. staff engagement 4 5(O)
10. trust 4 5(R)
economic growthcaring for elderlyaffordable housingconcern for future generationsjob securitysocial justicecaring for the disadvantagedenvironmental awarenesshuman rightsmaterial wealth
caring for elderlyeconomic growthconcern for future generationsjob securityenvironmental awarenesscaring for the disadvantagedaffordable housingeducationhonestyprosperity
Latvian Desired Culture
Russian Desired Culture
familycaringhonestyresponsibilityhumor/ funaccountabilityrespectpositive attitudeintegrityfriendship
caringfamilyhumor/ funhonestyfriendshipresponsibilitycompassionrespectaccountabilitypositive attitude
Democrat Personal Values
RepublicanPersonal Values