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Maintaining momentum 4
The importance of corporate culture
Strategy for breakfast Collaboration for lunch Execution for dinner
“Culture eats strategy for breakfast.”
- Peter Drucker
Maintaining momentum 5
Culture, climate, employer brand, HPC
Culture Shared values,
assumptions and beliefs that drive employee
behaviour
Climate Shared perceptions and feelings employees have
about the fundamental and motivational aspects of the
organisation
Employer Brand The reputation the
organisation wishes to maintain with current and prospective employees
High Performance Culture The cultural characteristics required by the organisation to facilitates superior
performance given its unique set of circumstances and challenges.
Maintaining momentum 6
Who of you have formal culture programmes?
• Values programmes? • Employee engagement
programmes?
• D&I programmes? • Leadership development?
It’s all culture! So how do we put handles to this?
Maintaining momentum 7
Fitness and culture-fit
Internal
Strategy
Core compe-tence
Technology History
Employee demos
External
Pol
itica
l
Soc
ial
Eco
nom
ical
Soc
ial
Lega
l
Env
ironm
ent
Current Desired
Reinforce & sustain Nurture & grow Eliminate
Q
Maintaining momentum 8
The three “Ms” that comprise the magic of building a High Performance Culture
Description Some examples
This is a process of visioning. Collectively define and articulate a culture “destination” with clear definitions of where we want to go and how we’ll know that we got there. A solid iMagine process also goes a long way in clarifying what is required at “mobilise” and “measure”.
• Visioning • Leadership alignment • Values
Communicate, enable and embed the required mindsets, behaviours, processes and practises across the organisation. Focus on building new ways of talking and doing, i.e. new organisational habits.
• Toolkits • Interventions • Integrate into current processes
and initiatives • Campaigns • Language markers • Organisational habits
Track, measure and illustrate how culture adds value. Measurement helps build organisational confidence, leadership buy-in and also facilitates focus and allows meaningful course correction. If done properly, measurement involves employees across the organisation in contributing towards this.
• Track actions & measure impact
• High Performance Culture Indexes (turnover, absenteeism, productivity, wellness statistics, ethics violations, safety, EE)
• Element of “voice”
iMagine
Mobilise
Measure
Maintaining momentum 9
Group discussions Questions and instructions
What are key enablers to building a high performance
culture?
What are some of the obstacles companies face
when adopting a high performance culture?
What do you see as the role leaders need to play in this?
What impact do can employees have on an organisation’s culture?
Contribution they can make?
3 4
1 2
Select a timekeeper, scribe
and spokesperson.
Have the conversation around the assigned question.
Capture as you go.
Select the 3 most pertinent points.
You have minutes!
Maintaining momentum 10
Lessons learnt from Sasol
Be clear, decisive and selective! There’s a trap in think culture is infinitely malleable. It’s also easy to get lost in the notion that culture is everything.
Partner! Culture is something you do with, not to employees. The contributions of leaders at all levels as well employees are vital.
Dream together. Visioning and alignment on the culture vision is the foundation. It requires a strong leading coalition and ideally involves organisational members.
Bring freshness. Find creative and systemic ways to mobilise, enable and embed.
Link to business results. Ensure that it links to the company strategy and delivers results. Leverage business processes as key vehicles. Find ways to measure!
Remove fear. Culture change requires a process of learning. In all humans, fear and learning does not go well together.
Maintaining momentum 11
Closing reflections
If you do not develop your corporate culture, it will develop itself. Corporate culture doesn't
happen by accident--and if it does, it’s probably not what you
want.
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