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Optimal Culture Workshop

Optimal Culture Workshop. For the Signalling Engineering Business. Agenda. Process overview Align on what your culture is enabling Overview - Hofstede Multi-focus Model Set Optimal Culture scores: 3 Dimensions – whole of business 3 Dimensions – Leadership Sub-Culture. 2. Process overview.

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Optimal Culture Workshop

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  1. Optimal Culture Workshop For the Signalling Engineering Business

  2. Agenda • Process overview • Align on what your culture is enabling • Overview - Hofstede Multi-focus Model • Set Optimal Culture scores: • 3 Dimensions – whole of business • 3 Dimensions – Leadership Sub-Culture

  3. 2 Process overview • Gap • analysis • Compare actual and • optimal culture • Define need to make change happen and process to realize optimal culture 1 • Define • subcultures • Optimal • culture • Translate strategy into optimal culture 3 • Change • Measure • actual culture • Translate Levers of Change into real life work activities • Executive Match 360 feedback

  4. Culture enables or hinders the execution of strategy…A short conversation to ensure alignment on key strategic elements.

  5. ProductQualityEfficiencySuccessChallenges

  6. ProductQualityEfficiencySuccessChallenges What is the product of this business?

  7. ProductQualityEfficiencySuccessChallenges What does quality mean for the Signalling Engineering business?

  8. ProductQualityEfficiencySuccessChallenges What does efficiency mean for this business?

  9. ProductQualityEfficiencySuccessChallenges What does success look like?

  10. ProductQualityEfficiencySuccessChallenges What are the key challenges?

  11. Hofstede Multi-focus Model Overview

  12. D1:Organizational effectiveness Means oriented Goal oriented 0 50 100 D2:Customer orientation Internally directed Externally directed 0 50 100 • D3: Control Strict work discipline Easygoing 0 50 100 Dysfunctional window

  13. D4: Focus Local Professional 0 50 100 D5: Approachability Open system Closed system 0 50 100 D6: Managementphilosophy Work-oriented Employee-oriented 0 50 100 Dysfunctional window

  14. Setting Your Optimal Culture –Whole of Signaling Engineering (Bonding – D2, D4, D6)

  15. D2 Customer orientation Introduction

  16. D2 Customer orientation Internally directed Externally directed 0 50 100 • Procedures first • We are ethical • We know best what is good for the customer • Flexible • There is always room for improvement • Customer is king even if it doesn’t make “sense”

  17. D2 Customer orientation Internally directed Externally directed 0 50 100 30-50 0-30 75-100 50-75 C. Moderately to fairly externally directed A. Dysfunctional internally directed D. Very externally directed B. Functional internally directed

  18. D2 Customer orientation Internally directed Externally directed 0 50 100 0-30 A. Dysfunctional internally directed • We are continuously busy in covering ourselves • We are the best; there is no room for improvement • Stakeholders should be happy that we exist

  19. D2 Customer orientation Internally directed Externally directed 0 50 100 30-50 B. Functional internally directed • We have high standards of business ethics and honesty • We are consistent in what we say and do • Procedures must be followed correctly unless it hurts results • We are the best, but there is always room for improvement

  20. D2 Customer orientation Internally directed Externally directed 0 50 100 50-75 C. Moderately to fairly externally directed • We have moderate to high standards of business ethics and honesty • We are fairly flexible in what we say and do • We try to meet customer demands unless it will go against our business ethics • There is room for improvement

  21. D2 Customer orientation Internally directed Externally directed 0 50 100 75-100 D. Very externally directed • We are not concerned by business ethics and honesty • We are extremely pragmatic • Creative • We do what the client wants us to do, even if it is not in the long-term interest of the client

  22. Set your optimal culture D2 Customer orientation

  23. D2 Customer orientation Strategic Window Internally directed Externally directed Ext Window 0 50 100 30-50 0-30 75-100 50-75 C. Moderately to fairly externally directed A. Dysfunctional internally directed D. Very externally directed B. Functional internally directed

  24. D4 Focus Introduction

  25. D4 Focus Local Professional 0 50 100 • Here and now • Inward looking • Strong focus; be like us • Here and now, but also long-term orientation • Interested in what happens in the outside world • Critical

  26. D4 Focus Local Professional 0 50 100 75-100 0-45 55-75 45-55 C. In-between B. Dysfunctional local or B. Functional local E. Very professional D. Professional

  27. D4 Focus Local Professional 0 50 100 0-20 • Internal loyalty is all important • Here and now • Inward looking • Newcomers who differ from us are right away rejected • A critical attitude will be sanctioned • Competition and mistrust between units is strong • The outside world is threatening A. Dysfunctional local

  28. D4 Focus Local Professional 0 50 100 20-45 B. Dysfunctional local • Managers require subordinates to be loyal to them • A critical attitude by subordinates is being perceived as rejection • Managers, therefore, don’t want their subordinates to be critical

  29. D4 Focus Local Professional 0 50 100 20-45 B. Functional local • Internal loyalty among everybody • Newcomers who differ from us should adjust and therefore they will be tested out • Innovative • A critical attitude is not appreciated • The norms at work should also apply at home • Inward looking • Here and now

  30. D4 Focus Local Professional 0 50 100 45-55 C. In-between

  31. D4 Focus Local Professional 0 50 100 55-75 D. Professional • Diversity is okay • A critical attitude is okay • It is important to know what competition does • Outward looking • Fairly long-term horizon • We learn from our mistakes

  32. D4 Focus Local Professional 0 50 100 75-100 E. Very professional • Diversity is welcomed • Without a critical attitude you will not make promotion • It is important to monitor what happens in our field of competence • Outward looking • Long-term horizon • We learn from our mistakes

  33. Set your optimal culture D4 Focus

  34. D4 Focus Strategic Window Local Professional Ext Window 0 50 100 75-100 0-45 55-75 45-55 C. In-between B. Dysfunctional local or B. Functional local E. Very professional D. Professional

  35. D6 Management philosophy Introduction

  36. D6 Management philosophy Employee-oriented Work-oriented 0 50 100 • The boss takes co-responsibility for our welfare • Personal problems are taken into account • It is difficult to get fired • Our welfare is our own business • Management is only interested in our output • We are put under pressure

  37. D6 Management philosophy Employee-oriented Work-oriented 0 50 100 45-55 0-45 55-75 75-100 C. Work-oriented A. Employee-oriented B. In-between D. Work-oriented

  38. D6 Management philosophy Employee-oriented Work-oriented 0 50 100 0-45 A. Employee-oriented • Management takes co-responsibility for our welfare • Management is consultative • Everyone feels well-informed • Work environment is attuned to the needs of employees • Personal problems are taken into account • It is difficult to get fired

  39. D6 Management philosophy Employee-oriented Work-oriented 0 50 100 45-55 B. In-between

  40. D6 Management philosophy Employee-oriented Work-oriented 0 50 100 55-75 C. Work-oriented • Everybody is responsible for their own welfare • Most important decisions are taken by individuals • If you are not busy, you are no good • Personal problems are not taken into account • We have no interest in the community where our facilities are located

  41. D6 Management philosophy Employee-oriented Work-oriented 0 50 100 75-100 D. Work-oriented • People are put under extreme pressure for no good reason at all, at least that is how it will be perceived • Danger of burn-out and/or silent resistance • If people don’t leave they feel imprisoned either because there are no job opportunities elsewhere or because it is a matter of real human bondage

  42. Set your optimal culture D6 Management philosophy

  43. D6 Management philosophy Strategic Window Employee-oriented Work-oriented Ext Window 0 50 100 45-55 0-45 55-75 75-100 C. Work-oriented A. Employee-oriented B. In-between D. Work-oriented

  44. Setting Your Optimal Culture –Leadership Team

  45. Your Leadership sub-culture enables or hinders the execution of your contribution to the Signalling Engineering strategy…A short conversation to ensure alignment on key strategic elements.

  46. ProductQualityEfficiencySuccessChallenges

  47. ProductQualityEfficiencySuccessChallenges What is the product of the leadership team?

  48. ProductQualityEfficiencySuccessChallenges What does quality mean for this team?

  49. ProductQualityEfficiencySuccessChallenges What does efficiency mean for this team?

  50. ProductQualityEfficiencySuccessChallenges What does success look like for this team?

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