cmi presentation on aligning culture 15 sept 2011
DESCRIPTION
Slides from the last CMI event on 15 SeptemberTRANSCRIPT
Aligning Culture:
Secret Weapon
in Effective
Change Management
Sally-Anne Cotton
September 2011
How to get the buy in and support of stakeholder groups?
How to keep focus in the face of “1,000” initiatives?
How to identify potential roadblocks early and deal with them?
Questions that Concern Change Managers
deal with them?
How to loosen people’s attachment to old systems?
How to prevent the culture killing the change?
How to ensure the long term sustainability of the project?
People ∆∆∆∆ Culture ∆∆∆∆ Performance
50 – 70% of Change or Integration Efforts Fail!
IBM, 2008
Carleton and
Lineberry, 2004Lineberry, 2004
People ∆∆∆∆ Culture ∆∆∆∆ Performance
The Alligator River Story
The Alligator River
Abigail Gregory Sinbad SlugIvan
Rank all 5 of the charactersRank all 5 of the characters
1 = Best … or least despicable5 = Worst … or most despicable
Use each number only once
The Alligator River
Abigail
Gregory
Sinbad
Loves Gregory
Asked Sinbad to take her across the river
Turns to Ivan for help – to no avail
Agrees to Sinbad’s terms and crosses river to Gregory
Lives on opposite side of the river
Casts Abigail aside with distain
Agrees to take Abigail over river if she sleeps with him
Honours his word when Abigail concedes
Slug
IvanAbigail turns to Ivan with her plight
He does not want to be involved at all
Heartsick & dejected Abigail turns to Slug
Slug feels compassion for Abigail
He beats Gregory brutally
1 = best / least despicable 5 = worst / most despicable
As sun sets we hear Abigail laughing at Gregory
The Challenge for Change Managers & Organisations
People ∆∆∆∆ Culture ∆∆∆∆ Performance
• Cultural Alignment/ • Networks • Signature Behaviours
Triple Faceted Cultural Alignment Process
Pulse the
Behaviours
Map the
NetworksMap the
Culture
• Cultural Alignment/
Misalignment
• Entropy
• Bridging values
• Behaviours
• Networks
• Weak links
• Influence gateways
• Optimise relationships
• Build connected
competence
• Key influencer groups
• Monitor progress
• Increase collaboration
& integration
• Sustain development
People ∆∆∆∆ Culture ∆∆∆∆ Performance
Aligning the Winds & Currents
Mapping the culture to determine
�the alignment between:
•Personal Values & the Current Culture
•Current Culture & Desired Culture
•Personal Values & Desired Culture
�And the level & nature of what limits the
team or organisation (Entropy)
Map the
Culture
team or organisation (Entropy)
�Identify & Embed Signature Behaviours
Personal
Values
Current
Culture
Desired
Culture
People ∆∆∆∆ Culture ∆∆∆∆ Performance
What Cultural Entropy Looks Like
Energy available for
What does 46%
entropy look like?
Energy available for
productive work
Non-productive or
destructive energy
People ∆∆∆∆ Culture ∆∆∆∆ Performance
The Language of Entropy
Change Team Organisation
long hours (1)
bureaucracy (9)hierarchy (8)
silo mentality (7)long hours (3)confusion (2)
information hoarding (2)power (1)
internal competition (1)internal competition (6)
internal competition (1)internal competition (6)
empire building (2)
control (1)job insecurity (1)
short-term focus (5)control (4)
job insecurity (3)caution (2)
exploitation (1)
4 out of 120: 4% 55 out of 120: 46%
People ∆∆∆∆ Culture ∆∆∆∆ Performance
Aligning the Winds & Currents
Identify Formal & Informal Networks.
Leverage
�Gateways and Blockage Points
�Influencers and Saboteurs
�Trust Levels
Identify the
Networks
People ∆∆∆∆ Culture ∆∆∆∆ Performance
Building the Stakeholder Influence MatrixCohesive,
well connected groupsMisaligned,
disconnected groups
Social Network Analysis (SNA)
Efficiency:Optimise relationship interfacesEffectiveness: Build connected competenceInnovation: Leverage relationships to generate & implement ideas
People ∆∆∆∆ Culture ∆∆∆∆ Performance
Leveraging Stakeholder Influence
Key Stakeholder Leverage
The 12% most
Loose
The 12% most
connected people
influenced 50% of the
relationships
People ∆∆∆∆ Culture ∆∆∆∆ Performance
‘80-90% of employee behaviour is determined
by what managerial leadership attends to,
measures, rewards, controls,
reacts to, models and coaches.’
Towers Perrin 2004
What People Do Screams Louder Than What They Say
People ∆∆∆∆ Culture ∆∆∆∆ Performance
Aligning the Winds & Currents
Tracking the Signature Behaviours
�Identifies gaps and guides
personal development
�Reinforces positive behaviour over
time
�95% improve by 3rd Pulse
Pulse the
Behaviours
�95% improve by 3 Pulse
People ∆∆∆∆ Culture ∆∆∆∆ Performance
Pulsing Signature Behaviours
Promotes Development of Others
Group Individual
� Tri-annual trend analysis
� Measures hard and soft skills
� Tracks organisational direction / objectives
� Influences self directed shaping and shifting of behaviours
� Whole of system philosophy
People ∆∆∆∆ Culture ∆∆∆∆ Performance
Dynamic Real Time Dashboard
Demonstrates
Respect for
Contributions
Promotes
Development of
Others
Innovate Makes
Signature Behaviours
Innovate
Appropriately
Encourages
Staff
Empowerment
Makes
Company
Proud
Demonstrates
Cost Conscious
People ∆∆∆∆ Culture ∆∆∆∆ Performance
Align
Leverage
Accelerate
Bringing It All Together
Culture
Personal
Values
Current
Culture
Desired
Culture
Networks
Behavioural Change
Align
People ∆∆∆∆ Culture ∆∆∆∆ Performance
Aligning the Whole System behind the Change
Personal
Alignment
Vision
Alignment
Mission
Alignment
Structural
Alignment
People ∆∆∆∆ Culture ∆∆∆∆ Performance
The Secret Weapon of any Change -
Aligning People to their New Pond
People ∆∆∆∆ Culture ∆∆∆∆ Performance
For more information
Please call us on 03 8796 0796 or0416 11 54 11 – Sally-Anne Cotton
People ∆∆∆∆ Culture ∆∆∆∆ Performance
0438 194 944 – Peter McDonald
Or email