culture change is it eating your strategy?. copyright © 2011, e. i. du pont de nemours and company....
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Culture ChangeIs It Eating Your Strategy?
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Culture ChangeIs it Eating Your Strategy?
November 1, 2011
Rosanne Danner North America Regional President,DuPont Sustainable Solutions
Carol A. Palmiotto Global SHE, Sustainability and Product Stewardship
Manager, DuPont
3November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Safety Contact
Source: Richard Perry, New York Times, January 17,2010
Phones aren't just distracting drivers; they make pedestrians inattentive too.
4November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Agenda
Overview
• Why is Culture Important
• Culture – What you do when no one is looking
• How to Begin to Change your Culture and what it can mean
Open Sharing Time
5November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Agenda
Overview
• Why is Culture Important
• Culture – What you do when no one is looking
• How to Begin to Change your Culture and what it can mean
Open Sharing Time
6November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Why is culture important?
Just Ask NASA:
What causes management to “not listen” to 8 specific requests for pictures?
What causes management to disregard launch temperatures?
7November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Why is culture important?
Just Ask Oil & Gas Offshore:
Why do fires continue to occur on offshore platforms?
Why do major losses of containment occur?
What causes management to forget the “lessons of the past?”
8November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Why is culture important?
Just Ask the White Star Line:
Why did so many lose their lives on the Titanic?
Why did the Titanic not have enough life boats?
What causes management to not pay attention and to not invest in safety?
9November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Knowing your Organizational Culture is critical when implementing your solutions whether business or safety!
What is YOUR safety culture?
From Dilbert, March 26, 2006, © Scott Adams
10November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Definition of Culture
Useem, J., & Useem, R. (1963). Human Organizations, 22(3).
Culture has been defined in a number of ways, but most simply, as the learned and shared behavior of a community of interacting human beings" (p. 169).
Culture is the assembly of characteristics and attitudes, in organizations and individuals which drives the behaviors of the team during the different environment and circumstances it encounters… Shared values and beliefs
The positive behaviors as definedby the culture are often rewarded.
11November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
So what is a strong Safety Culture?
The USA Nuclear Regulatory Commission defined a good safety culture as:
“A good safety culture in a nuclear installation is a reflection of the values, which are shared throughout all levels of the organization and which are based on the belief that safety is important and is everyone's responsibility.”
12November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
DuPont’s Model of a Journey to a Strong Safety Culture
13November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
As a leader for Safety it is critical to understand the culture of your organization!
Is the team aligned on the organizational values, mission and goals?
Execution opposite those values are key!
14November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Overview
• Why is Culture Important
• Culture – What you do when no one is looking
• How to Begin to Change your Culture and what it can mean
Open Sharing Time
Agenda
15November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Cultural Reality in the Workplace today
What is called out as Core to your operations?• Core competency or core value to live by?
What is accepted by site and business leadership?• Housekeeping
• Short-cuts
What is the message delivered by site and business leadership? Tone at the top
What are the behaviors that site and local business leadership exhibit?
What is rewarded? Is operating discipline important?• What is considered extra time and resources?
16November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
How else can we measure the Operating culture?
Does the organization set lofty aspiring goals … like “The Goal is Zero,” or does it set attainable targets and is therefore willing to accept some injuries or incidents?
• So which injury or incident is acceptable and how do you control that?
Does the organization measure and discuss near misses?• So as to learn from them and correct potential hazards and
unsafe acts or conditions
Is the organization open and communicating?• Not punitive for sharing
• However recognizing that malicious intent will not be permitted
17November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Leadership is Responsible and Accountable
Leadership sets the tone and the environment• Setting high standards for what is acceptable
Leadership encourages and engages all employees in dialogue
• In reviews, audits and walk-abouts
• Provides employees with the option to stop unsafe work or conditions.
Leadership supports immediate correction of situations that are dangerous or likely to cause harm to employees.
Leadership supports training and awareness for all
18November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
What about Acquisitions, Mergers, Joint Ventures and other alliances?
Understand and respect their culture• Conduct an analysis / assessment• Develop an actionable integration plan with them .
Engagement is essential!
Set expectations early• Develop contracts or MOU’s that spell out the “what”s• Discuss the “how”s in getting support or resources
Ensure their leadership understands, embraces and engages in the new expectations
Provide training and awareness
Mentor /Buddy system – Plant or unit manager and SHE manager
Make sure it is understood that this is a TOGETHER Journey!
19November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Acquisition Experience
Understanding during Due Diligence what their culture is Pre-Day 1
Understand their capacity to make the changes?
• Willingness versus capability
• Can they learn
• Do they historically resist change
Find the change agents in their organization early!
20November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Overview
• Why is Culture Important
• Culture – What you do when no one is looking
• How to Begin to Change your Culture and what it can mean
Open Sharing Time
Agenda
21November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
So let’s look at how we get and sustain the needed culture in your organization
22November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
2
4
6
8
40 60 80 1000
Tota
l Rec
orda
ble
Rat
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10 B
LS In
dust
ry
Ave
rage
Relative Culture StrengthAverage of Survey Respondents in Industry
Reactive
Dependent
IndependentInterdependent
Benchmark Best
NAICS IndustryAvg
TRR*AvgRCS
481 Air Transportation 8.7 29311 Food Manufacturing 6.2 35336 Transportation Equipment Manufacturing 6.0 44327 Nonmetallic Mineral Product Manufacturing 5.9 55
48-49 Transportation and Warehousing 5.7 42424 Merchant Wholesalers, Nondurable Goods 4.7 55322 Paper Manufacturing 3.7 40212 Mining (except Oil and Gas) 3.5 61221 Utilities 3.5 52325 Chemical Manufacturing 2.7 64
4862 Natural Gas Pipelines 2.3 57324 Petroleum and Coal Products Manufacturing 1.9 47211 Oil and Gas Extraction 1.4 54
* TRR based on 200,000 hours
Understanding where you are is critical
23November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
A culture develops one individual at a time
24November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
And organizational culture looks at both individual and the collective – taking into account all aspects of both
25November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Organizational transformation must include changes in process, actions and procedures AND individual competencies
26November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
If done correctly it can move an organization’s culture
External MotivationCOMPLIANCE
Internal MotivationCOMMITMENT
“I follow the rules because I want to”“I follow the rules because I have to”
Felt Leadership, Role Modeling, Influencing ►► Engagement
Rules, Procedures, Protocols
27November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
And result in: The 4 Cs
Confidencein self & the safety
system
Competenceown skills,
knowledge & attitudes
Careown values, beliefs, mindset of Concern
Sustained Culture
where the goal is zero
28November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
You also have an integrated system in place – whether applied to safety or business strategy
Process
People
Structure
Leadership
29November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
And you have aligned the individuals
“Align what I think with whatI do and with what others around me think and do”
30November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
In our experience, clients who have improved culture receive significant benefits
Significant shift in safety culture within 2-3 years
Significant reduction in injuries in less than 3 years, sustainable continuous improvement going forward
Lower costs
Faster transition to new systems and assistance to alleviate and balance workload concerns
Improved overall safety performance (safety pyramid)
Improvement in other Business parameters, such as reliability
Examples – Six companies (Industries) below:
Year 1 Year 2 Year 3WC Claims Rate Improvement Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12
Transportation 14% 16% 16% 32% 39% 37% 41% 37% 61% 48% 56% 46%
Retail 24% 31% 33% 29% 51% 60% 46% 56% 56% 60% 48% 54%
Bottling 9% -6% 27% 22% 0% 27% 33% 29% 45% 35% 47% 42%
Manufacturing 1% 4% 10% 17% 26% 30% 34% 37% 37% 37% 37% 37%
Service 0% 16% 13% 23% 20% 27% 47% 50% 36% 35% 37% 37%
Service 15% 15% 21% 3% 15% 3% 23% 7% 41% 36% 36% 48%
Average Improvement 11% 13% 20% 21% 25% 31% 37% 36% 46% 42% 43% 44%
31November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Conclusion
Understanding the culture of your organization is critical before designing any strategy for change.
Having leadership aligned with your strategy is critical.
Culture develops one individual at a time.
To move or improve culture you must work on both the organization and the individual.
Improving the culture results in business performance.
32November 1, 2011Is Your Culture Eating your Strategy
Copyright © 2011, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont.
Questions?