culture results understanding our results. agenda  what is culture?...

Download Culture Results Understanding our Results. Agenda  What is culture?  The Denison Model  Case study  Our Results  Next Steps

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  • Culture ResultsUnderstanding our Results

  • AgendaWhat is culture?The Denison ModelCase studyOur ResultsNext Steps

  • Todays Objectives

  • What is Culture?Deeply held beliefs and assumptions How people in our organization think and act, every dayCulture is the way things are done around here

  • Adaptability Pattern..Trends..Market

    Translating the demands of the business environment into action

    Are we listeningto the marketplace?Mission Direction..Purpose..Blueprint

    Defining a meaningful long-term direction for the Company

    Do we know where we are going?Involvement Commitment ... Ownership Responsibility Building human capability, ownership, and responsibility Are our people alignedand engaged?Consistency Systems Structures Processes

    Defining the valuesand systems that are the basis of a strong culture

    Does our system create leverage?What Counts

  • Flexible and StableFlexible Adaptability + Involvement A flexible organization has the capability to change in response to the environment Stable Mission + Consistency A stable orientation contributes to an organizations capability to remain focused and predictable over time

  • External Focus and Internal FocusExternal Focus: Adaptability + Mission The organizations focus is on adapting and changing in response to the external environment Internal Focus: Involvement + Consistency The organizations focus is on the dynamics of the internal integration of systems, structures, and processes

  • Dynamic Tension:

    High performance organizations learn how to link the purpose, direction, and goals of the organization (top - down) to a shared sense of responsibility, ownership and commitment with all employees(bottom - up).

    Employees understand the relationship between their individual goals and the organizations goals and are highly motivated to contribute.Bottom UpTop Down

  • Dynamic Tension:

    Successful organizations learn how to cope with the dual problems of external adaptation (stimulate progress) and internal integration (preserve the core).

    It is not an either/or proposition - high performance organizations must be able to do both at the same time.Stimulate Progress!Preserve the Core!

  • Culture Links to PerformanceInnovation &Customer SatisfactionStablePerformanceOver TimeProfitability ROI, ROEOperating PerformanceQualityEmployee SatisfactionGrowth

  • Understanding Your ReportThis is one of the four primary components that impact business performance.This is a percentile score and ranges from 0 - 100. It is the organizations score benchmarked against the average of all other organizations in the database. (This average is called a norm or benchmark.) This organization, for example, scored better than 68 percent of all of the companies in the database in the area of Goals and Objectives.This is one of the three dimensions that measure behaviors for the Empowerment bucket. Each of the index. Each index consists of five survey items.The profile is colored to show the quartile in which the percentile falls. This score, for example, falls in the third quartile.Beliefs and assumptions are at the heart of culture, but are too hard to measure; Survey focuses on measuring visible managerial behaviors & practices.

  • Case Study: 100 Year Old Manufacturing CompanyWhat patterns do you see in this organization?What are their strengths?What are their weaknesses?What might this mean for their business?

  • Case Study: 100 Year Old Manufacturing Company

    Strengths Effective at producing the same products and servicesTeam work is encouragedShort term goals are clear

    VulnerabilitiesNot listening to the marketplace: they will be overtaken by their competitors quicklyNo innovation to keep them going in the futureNot listening to their customers

    With your low Adaptability scores, I can respond to the market more quickly with innovative products and beat this company in market share.With your low Empowerment and Capability Development scores, your top talent is probably hard to attract and harder to keep. As a competitor, Ill try to steal your best talent away from you.You have a sense of your short term goals and objectives, but they are not being informed by your long term vision. This tells me that your good at execution, but with no real sense of direction.

  • Interpretation GuidelinesA suggested process for interpreting results

  • Our Results

  • Add Your Results

  • Step 1: Big Picture Strengths and ChallengesWhat are the areas of strength (more color)? Which reflect possible challenge (less color)?Are there basic patterns or clusters?Flexible vs. Stable, External Focus vs. Internal Focus?Are there strengths across all four traits (Involvement, Consistency, Adaptability or Mission) or are there obvious areas of weakness (gaps)?

  • Step 2: High Scores Summarize your StrengthsReview the 12 Indexes (i.e. Creating Change, Empowerment, Vision, etc)Which indexes are the strongest?Which are the most important to achieving your current business objectives?Is there a pattern (relationship) among the areas of strength?Review the line itemsAre there additional insights about your strengths that can be gained from the line items?What are the top five line items? (summarized in your High/Low report)What do they tell you about your focus as an organization/team?Is there a pattern among your line item strengths?

  • Step 3: Low Scores Summarize Your ChallengesReview the IndexesWhich indexes are the lowest?Which of these have the greatest implications for your business objectives?Is there a pattern (relationship) among the areas of weakness?Review the Line ItemsAre there additional insights that can be gathered from reviewing your lower line items?What are the five lowest line items (summarized in your High/Low report)?What do they tell you about your focus as an organization/team?Is there a pattern among your lower line items?

  • Step 4: Summarize the Insights and Possible Impact on PerformanceStrengths: What does the data tell you about the organizations (or groups) strengths?Challenges: What does the data tell you about the organizations (or groups) challenge areas?What areas are important to develop in order for your organization (or group) to achieve your strategies and objectives?What might be the impact of your key strengths and weaknesses on your key performance measures:Efficiency?Growth?Customer Satisfaction?Innovation?Quality?Employee Satisfaction?

  • Next Steps

  • Thank you!

    Simply stated, culture is the way things are done around here. In recent decades, research has shown that culture plays a critical part in the success and performance of an organization. Culture is the deeply held beliefs and assumptions by the people in the organization that affect how they work every day.

    Change is hard. Changing our underlying beliefs and assumptions is harder. We have chosen to measure our culture based on the Denison Organizational Culture Survey. This tool has been selected by more than 5,000 companies worldwide. Denison Consulting has proven capabilities in helping organizations measure, monitor and enhance their cultures -- and achieve improved business outcomes as a result.

    Beliefs and Assumptions:At the center of the model are Beliefs and Assumptions. Each of us have deeply held beliefs about our organization, our coworkers, our customers, our competitors and our industry. These beliefs and assumptions, and their associated behaviors, determine the culture of an organization. The Denison model and surveys allow us to surface the underlying belief and assumptions in recognizable and measurable ways that impact organizational performance.

    TraitsThe Denison Model answers four key questions about our organization:Mission Do we know where we are going?Involvement Are our people aligned and engaged?Adaptability Are we listening to the marketplace?Consistency Do we have the systems and processes in place to create leverage?

    Each Trait (Mission, Involvement, Adaptability, Consistency) is further broken down in to 3 indexes.

    Mission: Defining a meaningful long-term direction for the organization. Strategic Direction & Intent: Do employees understand the strategies identified by the organization and do they think the strategies will work?Goals & Objectives: Are there short-term goals that help link what employees do on a day-to-day basis to the strategy and vision of the organization? Do employees understand how their job fits in? Vision: Do employees share a common desired future state for the organization? Do they understand the vision? Does it motivate and excite them?

    Adaptability: Translating the demands of the external environment into action.Creating Change: Can employees read the external environment and react to trends and changes? Do employees constantly look for new and improved ways to do their work?Customer Focus: Do we understand the needs of our customers? Are employees committed to responding to their ever-changing needs? Is customer focus a primary concern throughout the organization? Organizational Learning: Is importance placed on learning in the workplace? Do we create an environment where reasonable risk taking and innovation can occur? Do we share knowledge across the organization?

    Involvement: Building human capability and creating a shared sense of ownership and responsibility throughout the organization.Empowerment: Do employees feel informed and involved in the work that they do? Do they feel they can have a positive impact on the organization? Team Orientation: Is teamwork encouraged AND practiced in the organization? Do employees value collaboratio

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