The Importance of Culture in Driving Performance

The Importance of Culture
in Driving Performance
TCB Webcast
7 April 2015
Poll Question #1
• What are the biggest drivers of organization performance and culture?
a. Company Values
b. Business Strategy
c. Organizational Structure
d. People
e. Leadership
f. Other ____________________________
© Kaiser Associates, 2012-2015
7 April 2015
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Kaiser’s High Performance Organization (HPO) Model
© 2014-2015
© Kaiser Associates, 2012-2015
7 April 2015
2
Kaiser’s Enterprise Culture ModelTM
© 2010-2015
© Kaiser Associates, 2012-2015
7 April 2015
3
Storytelling is the most powerful way
to put ideas into the world today.
© Experience Willow LLC 2012-2015
7 April 2015
Stories provide meaning and context, promote
understanding and influence behavior.
© Experience Willow LLC 2012-2015
7 April 2015
Your nature is your story. Your story is your nature.
Know.
Sow.
Grow.
Work hard to know your nature.
Sow the seeds of your story.
Nurture and grow your story.
It’s the story of who you are and
why you’re here. Nothing can be
nurtured without knowing first.
It’s only through meaningful
connections and experiences
that stories can thrive and grow.
Always pay attention. Know
where you’re strong or not, and
take thoughtful actions.
© Experience Willow LLC 2012-2015
7 April 2015
Poll Question #2
• What is your organization’s greatest challenge when it comes to changing
organizational culture?
a. Insufficient leadership support
b. Gaining the support of front line leaders/supervisors
c. Flawed communications strategies
d. Inadequate culture shift planning
e. Resistance from the employees at large
f. Other: __________________________
© Kaiser Associates, 2012-2015
7 April 2015
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About Us / Contact Information
Kevin Finke
Lilith Christiansen
Sarah Hagerman
Vice President
Vice President
Owner & Chief Storyteller
Direct +1 202 454 2063
lchristiansen@kaiserassociates.com
Direct +1 202 454 2065
shagerman@kaiserassociates.com
@kevin_finke @willow_nature
kevin@experiencewillow.com
© Kaiser Associates, 2012-2015
7 April 2015
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Appendix
© Kaiser Associates, 2012-2015
7 April 2015
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culture (noun)
a group of people who share a common set of
beliefs, values, behaviors and practices
© Experience Willow LLC 2012-2015
7 April 2015
culture
From the Latin, colo-ere
to cultivate
© Experience Willow LLC 2012-2015
7 April 2015
The four key elements of engagement
© Experience Willow LLC 2012-2015
7 April 2015
Purpose
Connection
Control
Progress
The major players of every culture change
Heroes
Rulemakers
Outsiders
Supporters
The Crowd
Skeptics
© Experience Willow LLC 2012-2015
7 April 2015
Activists
Anti-activists
Kaiser’s Enterprise Culture Model TM -- A Deeper Dive
Culture Elements
•
•
•
•
Examples
Personal manner – what we consider
acceptable, we believe represents
excellence, and under what conditions
we expect it
Productivity and Work Pace – what
we expect in output, as well as how
hard we expect the engine to run
 Some organizations instinctively value progressiveness and innovation vs. exercising caution and reducing risk
Interaction – how we interface with
one another
 Some organizations are highly competitive and even cutthroat; others tend to be more supportive or nurturing
 Some organizations are friendly and patient; others are anxious and have a low tolerance for over-analysis
 Some organizations are fast-paced and dynamic, whereas others are low-key, understated, and steady
 Some organizations valorize perfectionism; others emphasize getting the work out efficiently and moving on
 Some organizations are biased toward speed, whereas others are more deliberate and process driven
 Some organizations tend to be more forgiving when mistakes are made; others tend to be uncompromising
 Some organizations are disciplined in their processes, whereas others tend to be fluid
 Some organizations exhibit a strongly hierarchical mindset, whereas at others the spirit is more democratic
Process – how we process standard
work and opportunities
 Some organizations drive change via creating consensus; others drive change through top-down directives
 Some organizations make decisions based on hard facts; others make decisions by instinct and gut feel
 Some organizations leverage external resources regularly; others have a far greater “not invented here” attitude
 Some organizations are great learning entities, whereas others are highly resistant to learning lessons
•
Response – how we respond to
developments, actions, and the
unexpected
 Some are more proactive and pioneering, whereas some are more reactive and fast (or slow) followers
 Some organizations call all hands meetings when competitive news of merit develops, whereas others hardly give it
a mention and maintain a quiet steady hand (or remain blind and dumb)
 Some companies have their own organization lingo or language when operating or explaining their business,
whereas other companies use standard industry terms
•
Artifacts– the language and symbols
that serve as shorthand for our identify
•
Transparency and Clarity – The degree to which individuals that interface with the culture (e.g., the workforce, customers, suppliers, partners, regulators, etc.)
understand what makes the enterprise “tick” and understand how to be successful in working with the enterprise. The six cultural elements noted above form
the building blocks of the enterprise’s culture, while transparency and clarity can help hold everything together and drive enterprise effectiveness
 Some organizations highlight the organization’s mission statement and stated core values by publishing these
materials on the company website or on the walls of the headquarters office, while other companies may have a
mission or values that are infrequently discussed or even incongruent with the reality of the organization
© Kaiser Associates, 2012-2015
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Kaiser Associates: Who We Are & How We Work
• Kaiser is a boutique management consulting firm with a 34-year history of serving the world’s
leading corporations, with a focus on business performance
Who We Are
• We have a core competence in benchmarking, developed over three decades of practical
application, that enables us to marry the best of external perspective and internal
understanding to deliver data-informed recommendations and solutions
• Our portfolio of services includes a dedicated Organization Development (OD) Practice that
combines process and quantitative rigor with the power of metrics and best practices to
deliver tailored, systemic solutions
• Kaiser’s OD Practice is comprised of individuals with deep expertise in business strategy,
performance improvement, talent management, human capital issues, and process redesign
• “Just-right” sized Kaiser teams collaborate with our clients to assess the situation, design
the solution, and support change taking hold
How We
Work
• We do not prescribe a standardized approach, but rather begin with a proven set of tools
that are tailored to the needs of your organization
• Work side-by-side with our clients during each task to meet their needs and deliver
desired outcomes
• Kaiser leaders are actively involved in projects and engage with clients on a regular basis
© Kaiser Associates, 2012-2015
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