leadership and organisational structure

Gattorna and Chorn Culture Map

Leadership Style and Leadership Style and Organisational CultureOrganisational Culture

MANAGING CHANGE FOR MANAGING CHANGE FOR EXCELLENCEEXCELLENCE

HOW WE CAN DELIVER THE HOW WE CAN DELIVER THE “HOW” AGENDA“HOW” AGENDA


Leadership Style and Organisational Leadership Style and Organisational CultureCulture

We can be a more effective organisation if we understand the We can be a more effective organisation if we understand the HOW factors as well as WHAT we have to do. The GC HOW factors as well as WHAT we have to do. The GC

Culture map can be used to pin down the preferred ways of Culture map can be used to pin down the preferred ways of working that we often call “culture” It can also be used to working that we often call “culture” It can also be used to

align our Customer profiles / Strategy / Culture / Leadership align our Customer profiles / Strategy / Culture / Leadership style.style.Customers /

Markets

Strategy

Culture

Leadership Style

Certain strategy types best suit certain customer profiles and markets

Specific culture types support specific strategies

Certain leadership styles are appropriate for certain cultures

Sources:

N. Chorn, Strategic Alignment, Richmond (Aus.), 2004

J.Gattorna, Managing the Supply Chain, Macmillan, 1996

S.Speller, G.Johnson, K. Scholes chapters in: Exploring Public Sector Strategy, FT/Prentice Hall, 2001


Leadership style and organisational cultureLeadership style and organisational culture

4 discrete types or “logics” describe patterns of behaviour – 4 discrete types or “logics” describe patterns of behaviour – characteristic forces characteristic forces

II DD

AA PP

Formal focus

Informal focus

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Integration

GROUP

Development

ENTREPRENEURIAL

Administration

HIERARCHICAL

Production

RATIONAL



I “logics” are opposite to P “logics” – people first v results I “logics” are opposite to P “logics” – people first v results firstfirst

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Informal focus

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Integration

GROUP

Development

ENTREPRENEURIAL

Administration

HIERARCHICAL

Production

RATIONAL



A “logics” are opposite to D “logics” – continuity v change A “logics” are opposite to D “logics” – continuity v change

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Integration

GROUP

Development

ENTREPRENEURIAL

Administration

HIERARCHICAL

Production

RATIONAL



The I (Integration) logic is people and process The I (Integration) logic is people and process centred. centred.

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Informal focus

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Focus = WHO?

Values = Cohesion, harmony

Style = Consensus

Support = Mutuality



The D (Development) logic is change and ideas The D (Development) logic is change and ideas oriented oriented

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Focus = WHO?


Style = Consensus

Support = Mutuality

Focus = WHY?

Values = Innovation, creativity

Style = Visionary, impulsive

Support = Inspiration



The A (Administrative) logic is systems and The A (Administrative) logic is systems and compliance oriented compliance oriented

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Informal focus

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Focus = WHO?


Style = Consensus

Support = Mutuality

Focus = WHY?



Support = Inspiration Focus = HOW?

Values = Control, caution

Style = Directive, deliberate

Support = Structure



The P (Production) logic is performance and The P (Production) logic is performance and achievement oriented achievement oriented

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Informal focus

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Focus = WHO?


Style = Consensus

Support = Mutuality

Focus = WHY?



Support = Inspiration Focus = HOW?

Values = Control, caution

Style = Directive, deliberate

Support = Structure

Focus = WHAT?

Values = Performance, logic

Style = Energetic, dynamic

Support = Objectives, targets



HHS culture is currently either IA or Ai. The excellence position may be Pd HHS culture is currently either IA or Ai. The excellence position may be Pd

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Where we were

Where we are Where we want to

be?



Our stakeholders and customers want performance. Some work to do to align Our stakeholders and customers want performance. Some work to do to align the culture to this. the culture to this.

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Where we were

Where we are Where we want to

be?

CULTURE

LEADERSHIP STRATEGY

STAKEHOLDERS /CUSTOMERS



HOW do we deliver the HOW agenda?HOW do we deliver the HOW agenda?• No instant quick fix – it takes time to changeNo instant quick fix – it takes time to change• Attitude and “mindset” are crucial – one and Attitude and “mindset” are crucial – one and

allall• Reality check: where we are (on 6 stage scale)Reality check: where we are (on 6 stage scale)• Consolidate and build on success and Consolidate and build on success and

improvements. Be positive and constructive.improvements. Be positive and constructive.• Need a “big picture” and a language we shareNeed a “big picture” and a language we share• Need the tools to do the job – process / control Need the tools to do the job – process / control

areasareas


Leadership and organisational CultureLeadership and organisational Culture

Suggested ApproachesSuggested Approaches• Beyond the short term to medium term (3 years)Beyond the short term to medium term (3 years)• HMT to set the toneHMT to set the tone• Target middle managers to lead and support Target middle managers to lead and support

changechange• Quick wins to get a buy-in to change. A bonfire?Quick wins to get a buy-in to change. A bonfire?• ““Joining –up” initiatives, processes and servicesJoining –up” initiatives, processes and services• “ “ Big picture” = excellenceBig picture” = excellence• Invest in people development: skills and Invest in people development: skills and

behavioursbehaviours• Sustained momentum!Sustained momentum!


Leadership and organisational cultureLeadership and organisational culture

“ “ Progress, far from consisting in Progress, far from consisting in change, depends on change, depends on

retentiveness….Those who cannot retentiveness….Those who cannot remember the past are condemned remember the past are condemned

to repeat it”to repeat it”

George Santayana: George Santayana: Life of ReasonLife of Reason (1905)(1905)

leadership and organisational structure

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