Caterpillar Confidential: Green (11/09/05)
Warm up Quiz
Question 1:
How do you put a giraffe into a refrigerator?
The correct answer is:
Open the refrigerator, put in the giraffe, and close the door.
This tests whether you tend to do simple things in an overly complicated way.
Question 2:
How do you put an elephant into a refrigerator?
The correct answer is:
Open the refrigerator, take out the giraffe, put in the elephant and close the door.
This tests your ability to think through the repercussions of your previous actions.
Question 3:
The Lion King is hosting an animal conference. All the animals attend except one. Which animal does not attend?
The correct answer is:
The elephant is in the refrigerator. You put him there.
This tests your memory.
The elephant
Question 4:
There is a river you must cross but it is used by crocodiles, and you do not have a boat. How do you manage it?
The correct answer is:
You jump into the river and swim across. All the crocodiles are attending the animal meeting.
This tests whether you learn quickly from your mistakes.
Mining & Construction Equipment DivisionDecatur, Illinois
February 1, 2006
•85,000+ employees who generate over $36 billion in annual sales and revenues
work on every continent of the world
share a vision of $50 billion
share a mission to make progress possible around the world
• World's largest manufacturer of construction and mining equipment, diesel and natural gas engines and industrial gas turbines.
Build roads, dams, houses and mines.
Provide transportation and electric power to the world.
Support the logistics needs of a variety of companies.
• Technology leader in construction, transportation, forestry, energy, logistics and electric power generation.
Caterpillar Confidential: Green (11/09/05)
We design, develop and deliver superior products
. . . that delight our customers.
. . . that deliver superior value to our customers.
. . . that give our customers the best alternate.
Superior products
Superior products is our Driving Force.
The best product always wins.
Our products are the reason every job here exists.
We design, develop and deliver superior products which create excellent value for our:
Excellent Value
. . . Customers: Product and Delivery Performance
. . . Employees: Fulfillment, Development, Compensation
. . . Community: Growth, Philanthropy and Environment
. . . Suppliers: Collaboration, Development and Sales
. . . Stockholders: Share Value and Dividends
. . . from the money we make selling our products we create value that :
. . . pays our salaries, benefits and retirement
. . . pays our suppliers
. . . allows us to invest in future products
. . . allows us to invest in our plant
. . . allows us to invest in our community
Excellent Value
We are proud to be healthy, high-performing members
of Team Caterpillar that design, develop and deliver
superior products which create excellent value for our
employees, customers, suppliers, stockholders and
community.
One healthy, high-performing team
Engaged people are critical to our success.
A Constructive Culture engages people.
What is Culture?Culture is the shared beliefs and values guiding the thinking and behavior of the organization.
The impact of a constructive culture can be measured on the bottom line.
Constructive cultures provide the customer better products and services than defensive cultures.
Source Michael O’Brien: Human Synergistics International
What is Its Impact?
Copyright © 1998 Human Synergistics International. All Rights Reserved.
The Circumplex:
Red:Aggressive/Defensive
Styles Green:Passive/Defensive Styles
Blue: Constructive Styles
Defensive Cultures Constructive Cultures
166%
74%
1%
Revenue
Stock Prices
Net Income
682%
901%
756%
11 YearChange in
Circumplex/OCI Copyright 1998 Human Synergistics International. All Rights Reserved.
Financial information from Kotter & Heskett "Corporate Culture and Performance," Free Press 1992
Culture and Performance
Kotter & Heskett: Study of 207 firms over an eleven year periodas reported in their book Corporate Culture and Performance
Defensive Cultures Constructive Cultures
Circumplex/OCI Copyright 1998 Human Synergistics International. All Rights Reserved.
Financial information from Kotter & Heskett "Corporate Culture and Performance," Free Press 1992
Encourages Employees to be: Inactive and Reactive
• Resists change• Assigns blame when something
goes wrong• Uses Chain of Command to control
and direct
Encourages Employees to be: Proactive
• Communicate open and freely• Takes responsibility and
accountability• Is innovative and take risks
Our Goal:
Transform Decatur into a constructive culture where:
• people enjoy coming to work
• people retire as healthy as they started
• customers receive superior products on time
• we deliver excellent value
IndividualsLeadersCulture
People create our products.
People make the difference.
We are proud to be healthy, high performing members of Team
Caterpillar that design, develop and deliver superior products which
create excellent value for our employees, customers, suppliers,
stockholders and community.
Organizational Culture• Cultural Consensus Building
• Values in Action - Behaviors
FutureFutureMar 2003Mar 2003
Personal Effectiveness• Imagine 21 – Employees/Spouses• Pathways to Excellence• Imagine 21 – Community Leaders
Leadership Effectiveness• Leadership Impact• Leadership Facilitator Education• Purpose in Life
Organizational Effectiveness
One healthy, high-performing team
IMPROVEMENT
2003
2005
Upper Management
+213
Current Culture
2003
2005
IMPROVEMENT+148
Organizational Culture• Cultural Consensus Building
• Values in Action - Behaviors
GoalGoalMar 2003Mar 2003
Personal Effectiveness• Imagine 21 – Employees/Spouses• Pathways to Excellence• Imagine 21 – Community Leaders
Leadership Effectiveness• Leadership Impact• Leadership Facilitator Education• Purpose in Life
May 2005May 2005
One healthy, high performing team
Close