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How to Plan, Measure and Transform
YOUR Organisation's Culture |
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Why is an organisation's culture so important?
YOUR organisation culture is the main differentiator which determines whether:
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people love to work in your organisation and constantly go the extra mile - or are merely passing through
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customers come flocking to your organisation - or deal with you because they don't have a choice
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suppliers set delivery to your organisation as a priority - or not!
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Culture:
The way I do things |
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What is Organisational Culture?
Organisational Culture is a set of learned beliefs, values, attitudes and behaviours which regulate the day to day life of individuals in an organisation. Or, "the way we do things here". More specifically, it is about how each and every individual in the organisation does things ie "The way I do things".
Culture is about the individual. An extremely healthy organisational culture is one where outstanding customer service is provided by individuals who are passionate about a job they do with excellence. |
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The Leadership Challenge
"The way we do things" is determined by what is acceptable in the organisation. When the leaders live and demonstrate the organisational values, rewarding good "ways of doing things" and putting an immediate stop to unacceptable "ways of doing things" then a healthy organisation culture abounds. Is this happening in your organisation? If not, the challenge is going to get steadily worse.
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"With the right culture, and leadership, [Generation Yers] will provide 100 to 150% of effort to deliver.They will be focused and show ambition as long as you provide that right culture."
Stuart Guest Foster
Foster Frontier - non profit organisation devoted to issues faced by Generation Y workers |
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What does it take to get an organisation to acknowledge that culture is important?
On 1 February 2003, all 7 members of the Space Shuttle Columbia crew died. This was watched on live TV by millions of people around the world. A team of experts were appointed to the Columbia Accident Investigation Board who found that "NASA's history and culture contributed as much to the Columbia accident as any technical failure." An external consulting firm was hired to research and write the NASA Culture Change Plan. |
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Where is the source of the problem in Organisational Cultures?
The most fundamental problem is where only lip service is paid to excellent organisational values. In the NASA example, a third party consulting cited "The present NASA culture does not yet fully reflect the espoused core values of Safety, People, Excellence and Integrity.” |
"I came to see in my time with IBM, that culture isnt just one aspect of the game, it is the game."
LouV. Gerstner Jr. former CEO IBM
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What is commonly found in organisational cultures?
Typically, there are many positive aspects to organizational cultures that work well. The NASA healthy culture included technical excellence, spirit of team-work and pride, a can do attitude to task achievement and workgroups functioning at the peer level.
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Does your organisation fully reflect your espoused values?
This question is usually met with a cringing, squirming, gut feel and a verbal "sort of" or "most of the time" and “We have real crises we have to fix, there isn’t time for that touchy-feely stuff!”.
Most organisations do not measure the 'soft' side of the business. Indeed, until fairly recently, very few measurement tools have been available.
The organisations which fully reflect their espoused values have a culture plan and track their progress. |
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"All we did was change the culture. In the first year, revenue went up 40% and profit doubled"
Wayne Norrie
CEO (Chief Enthusiasm Officer) Revera |
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Is there a compelling business case for having an Organisational Culture Plan?
Wayne Norrie and Roger Cockayne led a management buyout of Hitachi Data Systems in New Zealand. In the first year as Revera, they only changed the company culture. They focused on moving from the typical corporate dog-eat-dog approach to one where employees wanted to get up and go to work in the morning. |
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What is the constant pressure on organisation leaders?
To deliver improved services while increasing profitability. To do this effectively, all staff need to be fully engaged . |
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What is the lowest risk, most cost effective way to improve service and profitability?
How many times have you heard “Our people are our greatest asset.”? How many organisations do you know where the people feel they are being treated as the “greatest asset”?
Organisational culture directly impacts our bottom line through things like staff turnover and how staff treat customers - LODESTAR Coaching offers tools and techniques to intentionally transform organisation culture easily and quickly. |
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Why is it important to focus on organisation culture now?
In the industrial revolution business model resources were leveraged for profit. Culture in this environment is "The way you are told to do things". We have now moved through the technology revolution and are well into the information revolution. Organisations are now using knowledge based business models. Culture is now "The way I do things".
To sustain success, today’s organisations need to leverage talent for profit. To leverage talent, an organisation’s culture transforms towards "The [personal best] way I do things.” |
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The LODESTAR Coaching SOLUTION
At LODESTAR, we know each organisation’s culture is a living, unique, constantly changing part of every day business.
Ongoing, sustainable
Culture for SUCCESS:
The [personal best] way I do things |
- We enable quick transformation by offering the process, consulting coaching, tools and techniques to give your organisation an enhanced chance of success
- The program is focused on accurate, cost effective results for you, ensuring planning, measuring and transforming your organisation’s culture is very straight forward.
- We measure success by using our trademarked Organisational Cultural Health Index (O-CHi)
- We have developed the POLARIS™ methodology which uses: leading edge consulting approaches; state of the art corporate coaching techniques; research and hands-on experience leading people. It is based on the LODESTAR SMART Process where one process gives multiple indicators.
- We offer an external, independent, objective perspective. There is no tailoring the message to the audience. We have no axes to grind nor do we have any hidden skeletons.
- Our methodology harvests relevant information by using state of the art knowledge harvesting processes and tools. The approach is inclusive, safe, non-confrontational and generates a valuable by-product of quickly building team spirit while bringing ideas out into the open.
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METHODOLOGY
LODESTAR POLARIS™
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OUTCOME* |
ASSESSMENT PHASE
Where are you now?
Identifying your current Organisation Culture and measuring your starting point.
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CURRENT SITUATION:
O-CHi: Organisation's Culture Health Indicator
Clearly identifying:
- What your organisation says its culture is
- What your organisation's actual culture is
- What culture your customers experience
The Organisation Culture Heath Indicator has many facets, including:
- CC - CHi: Culture Climate
- CF -CHi: Customer Focus
- IF - CHi: Innovation Friencly
- SE - CHi: Staff Engagement
- LE - CHi: Leadership Engagement
- GYM - CHi: Generation Y Magnetism
- GAC - CHi: Greatest Asset Care
- PO - CHi: Physical
- CO - CHi: Cognitive
- EMO - CHi: Emotional / Motivational
- SO - CHi: Spiritual
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PLANNING PHASE
Where do you want to go to and why?
Setting up the tasks to achieve your ultimate organisation culture. |
ORGANISATION CULTURE PLAN
Clear criteria of how you will know when you are successful and a simple plan in the form of a 'To Do' checklist detailing who will do what by when. |
TRANSFORMATION PHASE
Sustaining healthy culture and building
on your ongoing success
Ongoing culture transformation and measurement monitoring and updating your approach to keep your optimal organisation culture.
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HARVESTING THE REWARDS OF YOUR HEALTHIER CULTURE
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Lower costs through decreased staff turnover
- Increased productivity through increased staff engagement
- Improved morale through increased feeling of belonging, proving to staff their suggestions are sought out and their contributions are valued
- Increased customer delight through improved pride in the organisation
- Preferred place to work attracting the best of the best staff
- Innovation through individual empowerment
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* LODESTAR Smart Process: One survey, many indicators |
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