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    Cultural Enablers

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    Tiffany Carlson
    This document discusses cultural enablers that help develop an organizational culture of operational excellence. It focuses on two key principles: respect for every individual and leading with humility. Respect for individual people throughout the organization is important for empowering employees and improving processes. Leaders should demonstrate humility by seeking input, listening, and continuously learning in order to create an environment where people feel respected. Both principles help explain values like safety, empowerment, and communication. An organizational culture of operational excellence requires widespread commitment and developing mutual respect over time.

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    Cultural Enablers

    Uploaded by

    Tiffany Carlson
    157 views4 pages
    This document discusses cultural enablers that help develop an organizational culture of operational excellence. It focuses on two key principles: respect for every individual and leading with humility. Respect for individual people throughout the organization is important for empowering employees and improving processes. Leaders should demonstrate humility by seeking input, listening, and continuously learning in order to create an environment where people feel respected. Both principles help explain values like safety, empowerment, and communication. An organizational culture of operational excellence requires widespread commitment and developing mutual respect over time.

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    CULTURAL ENABLERS

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    This document discusses cultural enablers that help develop an organizational culture of operational excellence. It focuses on two key principles: respect for every individual and leading with humility. Respect for individual people throughout the organization is important for empowering employees and improving processes. Leaders should demonstrate humility by seeking input, listening, and continuously learning in order to create an environment where people feel respected. Both principles help explain values like safety, empowerment, and communication. An organizational culture of operational excellence requires widespread commitment and developing mutual respect over time.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    157 views4 pages

    Cultural Enablers

    Uploaded by

    Tiffany Carlson
    This document discusses cultural enablers that help develop an organizational culture of operational excellence. It focuses on two key principles: respect for every individual and leading with humility. Respect for individual people throughout the organization is important for empowering employees and improving processes. Leaders should demonstrate humility by seeking input, listening, and continuously learning in order to create an environment where people feel respected. Both principles help explain values like safety, empowerment, and communication. An organizational culture of operational excellence requires widespread commitment and developing mutual respect over time.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 4

    CULTURAL ENABLERS

    YAJAIRA MUOZ
    AMAIRANI SALCIDO
    VANESA GARCIA
    MARIANA PEA
    JUAN CORDOVA
    CHRISTRIAN VARGAS

    INTRODUCTION
    Cultural enablers make it possible for people within the
    organization to engage in the transformation journey, progress
    in their understanding, and ultimately build a culture of
    operational excellence.
    Operational excellence cannot be achieved through top-down
    directives or piecemeal implementation of tools. It requires a
    widespread commitment throughout the organization to
    execute according to the principles of operational excellence.
    A culture must be developed where every person in the
    organization demonstrates a high level of respect for every
    other person. Developing a culture of mutual respect and
    humility takes a consistent commitment over a sustained
    period of time.

    PRINCIPLE - RESPECT EVERY


    INDIVIDUAL
    Respect is a principle that enables the development of people and creates an
    environment for empowered associates to improve the processes that they own. This
    principle is stated in the context of every individual rather than for people as a
    group. Respect must become something that is deeply felt for and by every person in
    the organization.
    Respect for every individual naturally includes respect for individuals representing
    customers, suppliers, the community, and society in general. Individuals are energized
    when this type of respect is demonstrated. Most associates will say that to be respected
    is the most important thing they want from their employment. When people feel
    respected they give far more than their hands; they give their minds and hearts.
    Respect for every individual becomes a powerful why for many of the values
    espoused by great organizations. For example, simply stating important values such as
    safety first, empowerment, or open communications often fails to create uniform ideal
    behaviors throughout the enterprise. This is because these values are whats that fail
    to answer for people the question of why. A principle answers the question of why.
    Here is a way to think about the alignment of principles with these kinds of values.

    PRINCIPLE - LEAD WITH HUMILITY


    One common trait among leading practitioners of operational excellence is a sense
    of humility. Humility is an enabling principle that precedes learning and
    improvement. A leaders willingness to seek input, listen carefully, and continuously
    learn creates an environment where associates feel respected and energized and
    give freely of their creative abilities. There is also a need for humility on the part of
    all members of an organization. Ideas can come from anywhere. One can learn
    something new from anyone. Improvement is only possible when people are willing
    to abandon ownership, bias, and prejudice in their pursuit of a better way.
    The following table provides examples of ideal behavior for leaders, managers, and
    associates. The list is intended to provide examples of ideal behavior that comes
    from these two guiding principles and should not in any way be considered as an
    exhaustive list.

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