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Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Products and Services Update
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Is the message getting across?86% of leaders believe
culture as an important or very important issue.
Deloitte Human Capital Trends 2016
91% of executives believe that culture is important
to their firms.
Duke University and Columbia University 2015 Research
84% of leaders believe that culture is critical to their organisation’s success.
60% think culture is more important than strategy or
operating model.
PWC 2013 Culture and Change Management Survey
86% of board members say culture is fundamental of very important. 92% say that investing in culture
has improved financial performance.
EY FTSE 350 Board Directors Survey
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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What are they doing about it?
28% report that they understand their
organization’s culture.
5% said their own corporate culture was exactly where it needed to be. 92% said they believed improving
their firm’s corporate culture would improve the value of the company.
12% believe their organizations are excellent at effectively driving the desired
culture.51% believe their culture needs a major overhaul.
Deloitte Human Capital Trends 2016Duke University and Columbia University 2015
Research
Deloitte Human Capital Trends 2016 PWC 2013 Culture and Change Management Survey
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Report Updates
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Health Organization (64)
control (L) 26 1(R)
information hoarding (L) 24 3(R)
teamwork 23 4(R)
confusion (L) 21 3(O)
cost effectiveness 21 3(O)
job insecurity (L) 20 1(O)
bureaucracy (L) 19 3(O)
patient satisfaction 19 2(O)
professionalism 18 3(O)
accountability 16 4(R)
accountability 35 4(R)
employee satisfaction 31 2(O)
teamwork 29 4(R)
continuous improvement 27 4(O)
compassion 26 7(R)
employee recognition 26 2(R)
information sharing 26 4(O)
patient satisfaction 24 2(O)
employee fulfillment 20 6(O)
open communication 20 2(R)
Values PlotCopyright Barrett Values Centre
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganizationalS = Societal
Matches
PV - CC 1
CC - DC 3
PV - DC 1[unsatisfied]
Cultural Entropy:Current Culture
32%
honesty 39 5(I)
dependability 38 3(R)
accountability 36 4(R)
caring 35 2(R)
compassion 32 7(R)
family 25 2(R)
humor/ fun 24 5(I)
positive attitude 20 5(I)
balance (home/work) 19 4(I)
listening 18 2(R)
respect 18 2(R)
trust 18 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=4-8-0 IRS (L)=0-0-0 IROS (P)=0-2-3-0 IROS (L)=0-2-3-0 IROS (P)=0-5-5-0 IROS (L)=0-0-0-0
5% 5% 7% 9% 6%5% 9% 6% 9% 15% 13% 9% 2%4% 7% 7% 10% 28% 20% 21% 3%
Business Needs Scorecard- Values DistributionCopyright Barrett Values Centre
Health Organization (64)
Positive Values - Current Culture Positive Values - Desired CultureCultural Entropy: Current Culture
Finance FitnessExternal
Stakeholder Relations
Evolution
Trust/ Engagement Direction/ Communication
Supportive Environment
Societal ContributionCulture
Desired Culture Values patient satisfaction continuous
improvementaccountabilityteamworkemployee fulfillment
information sharingopen communication
employee satisfactioncompassion
employee recognition
Values Jumps trustblame-free
positive attitudehonesty
Potentially Limiting Values
bureaucracyinternal competitionempire building
long hours
short-term focuscaution
complacency
controlblame
silo mentality
information hoardingconfusionhierarchy
unethical
job insecurityinsensitivity
exploitation
This diagram shows the percentage of all values across the BNS areas. The table indicates the top Desired Culture values and Values Jumps in the areas where more focus is requested, and all the potentially limiting values.
BNS- Values Distribution
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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New tools and perspectives
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Options from your control panelRunning and receiving IVA plots
Customising the layout and look of your survey
Sending in new project requests
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Additional Perspectives- CVA
• Summary of report information to aid data analysis
• Linking to other surveys- e.g. engagement
• Looking at results through other lens e.g. risk, core competencies, innovation
• Multiple perspectives e.g. organisational & team culture
• Additional questions to widen scope
• Individual survey links for each participant
• Customer/ Supplier Assessment
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Additional Perspectives Cont’d• Leadership Assessments
– Group plots– Demographic plots– Additional questions
• Leadership Development Report (LDR)– Version for non-leaders (IDR- Individual)– Leadership Evolution Report for ongoing coaching
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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New and Future Developments• Move from P1 & P2 training to Practitioner
training• Running own reports for CVA’s• BVC sending emails for LVA/ LDR/ IDR• Leadership Team Values Assessment (LTVA)• ‘Real-time’ culture information