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Culture And Change Advisory

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Think Talent Services
Think Talent Services

We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.

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Culture Transformation Engagements 3/31/2015 Concept Overview & Client Cases
Page 1 I. Diagnosis Objective: To understand the extent to which the organization culture is aligned to the business strategy and its implications on employees, customers and market. To understand current appreciation and usage of possible multiple frameworks in different situations, practical implications for employees and systems. Process:  Meetings with key personnel, select employee FGD’s, study of existing processes, templates, documents used in practice and existing employee engagement data. The diagnosis aims to: o Identify the behaviors at an organizational level that needs impetus and focus in the light of current and future business requirements o Understand the extent to which the leaders and employees have clarity on ‘work culture’. o The extent to which the employees are able to relate with the culture, intellectually and emotionally  Drafting and sharing of the diagnostic report with the relevant stakeholders Diagnosis Common Framework Communication Systems Supporting sustainablity Culture Audit
Page 2 II. Create and agree “Ways of Work” Framework Objective: To arrive at a common WOW framework with equivalent understanding of the elements of values and behaviors Process:  Calibration sessions across functions and with select key leaders and HR for creating a clear understanding the behaviours and its implications  Creating templates with “WOW” connecting organization, systems and individuals, and clearly identifying ‘one language’.  Final calibration Workshop with key stakeholders for arriving at the ‘One Common Framework’ that are aligned with the present and future business needs and can be practically used as part of various systems. III. Values Communication Objective: To create a deployment design using the common WOW framework and deploy across the organisation Process:  Create and deploy a one- time organization wide process to communicate renewed framework. Creation of material, workshops and deployment of the same. May need to be supported by internal marketing effort.  Communication: Examine and enable diverse channels, forums etc which can enable propagation of the culture on an ongoing basis.  Success and violation stories – Find the right mediums to share the success and violation stories and send the right message.  Create internal champions and reward mechanisms IV. Supporting sustainability Objective: To create a roadmap with clear metrices around key processes for achieving full spectrum resilience and long-term sustainability. Process:
Page 3  Examine and embed WOW framework in at-least three key systems to ensure sustainability (other systems can be also added) o PMS o Grievance redressal and value/ethics violation framework o Leadership review process  This phase may also address how this framework may be deployed in areas like induction, training and recruitment, as well as leveraging ongoing communication channels. V. Culture Audit Objective: To conduct a culture audit to benchmark and measure key culture indices of the organization post the deployment. It would be ideal to do this after 6 – 9 months to track overall improvement and gaps. The Tools: Think Talent Suggests two different tools for this kind of intervention 1. OCI 2. Richard Barrettes Cultural Transformation Tool Process: An online assessment instrument designed and customized to cover to the specific cultural and demographic needs of the organization. We can plan to administer a certain percentage of the population and can target for a sample representation across functions. Time to be invested in taking the survey will be about 15 – 20 mins per person. The summary findings of this assessment will provide the actual movement. This can be played back to the top team for further discussion and action as required.
Page 4 The Situation Our client wanted to become McDonald of education through replicable processes and systems. They had expanded their business and become multi location. Each location and Zone were being treated as an unique entity and uniformity across was missing. Culture framework was used to bind the entire entity together Success Levers To succeed in this project, the Think Talent team needed to create a powerful vision, seamless culture, building leadership capability, a mind-set of rapid growth, and ensuring that scale management skills are built in. The growth for this company is expected to be significant and the scale is huge. The Solution We engaged in creating a vision, designing appropriate structure, conducted culture audit using OCI tool and coaching its leadership team. This exercise is significant for this organization as they are planning to professionalise entire set up, revamping the leadership team and going multi locational. Our intervention is being conducted in five phases;  Conducting diagnostic study to understand organization culture using OCI  Conducting a two days visioning workshop with leadership team  Benchmarking study with similar institutions  Suggested ideal structure and governance mechanism  Coaching the Chairman and senior leadership team The Outcome 1. Organization implemented the recommendation and from 13 school, now they have become 22 schools 2. Core Business and Non-Core Business was segregated and profitability and accountability assigned to the structure Client Story 1: Creating Culture to bring scalability and enhance growth How we helped a leading education service provider to scale by creating a culture growth and align it with future business plan through capability measures
Page 5 The Situation The client is growing in size and expanding its operation in different geographies. Growth has happened because of closed knit team and hands on people. Growth has brought in different challenges.  Size and scale requires different structure, mindset and capability  In-house leadership capability has limited exposure in a global environment  Vacuum in top two layers of organization has resulted in opportunity lost  Acceptance towards diverse talent is still in a nascent stage  Current set of people have done well in their current job. However, preparedness for next role or next to next role may be a challenge. Success Levers To succeed in this project, the Think Talent team needed to create a global culture, structure framework (local &global), suggest changes, understand capability gap and take capability building measures The Solution Interview: One-o-one interview was conducted at different layers of the organization starting from MD to the mine engineer level. This helped TT to receive first-hand information regarding the perception and feeling of people across different level. Observation: Think Talent team visited different mines, spend times at camps. This helped Think Talent team to understand culture and DNA of Organization Assessment: Think Talent team used Barrettes Cultural Transformation Tool to understand organization challenges Analysis: Think Talent team also looked at structure document, some process documents and business plan. This helped the team to link the organization’s pillars with outcome and vision. Recommendation: Think Talent Team suggested “Ways of Work”, Operational Board Structure and geography based structure The Outcome Implemented the recommendations and currently in the process of managing change, set up culture benchmark and hiring right kind of people. Client Story 2: Culture transformation to achieve global scale and excellence How we helped an engineering service provider to create a global organization through global and sustainable culture
Page 6 A well aligned Top Team can be the bridge between organizational aspirations and real implementation on the ground. Research conducted by MIT in 2008 shows that 40% of the productivity is directly explained by the amount of communication team members have with others to discover, gather and internalize information. The Situation Infrastructure Company with clearly laid out vision having execution gaps. CEO could see risk of under achievement looming. The Challenges Top two layers of leadership well-meaning but varying in hunger for growth, aspirations and self-awareness. Diagnosis revealed lack of alignment at different levels leading to challenges in overall implementation of plans. The Solution components Post diagnosis, assessment of individuals and teams as well as total leadership team, leading to capability gaps mapping—functional, technical and leadership. Top team intervention around re-visiting vision and clarifying what it meant to operationalize it. Working with top leaders in defining common values, ways of operating, clarifying roadblocks and creating measurable action plan with metrics, enabling speedier execution. NEWS™ global navigation methodology used as intervention backbone for team alignment process. Client Story 3: Helping align leadership team for growth How we helped an infrastructure company to create a cohesive organization
Page 7 For the millennials today, and for the Gen Z of tomorrow, corporate citizenship is highly meaningful. They join a company also because they like what this company says it stands for, and do demonstrate their commitment to the cause. Purpose + People is the combination which helps solve the (Re) Engagement Equation, as collaborative social innovation is at the heart of employee’s expectations. - Pascal Beucler, SVP & Chief Strategy Officer MSLGROUP 85% of students globally claim that: work is a part of who they are not just a way of making money - The Future of Employee (Re) Engagement The Situation Industrial Products Company with deep DNA and rich history with over 7000 people spread across multiple offices and factories including workmen. A need to revisit and re-establish a value based culture and ensure people use make the right decisions for day to day behavior in that context. The Solution components Top team alignment workshop enabling a common language and understanding of values playing out in the current business context. Current state survey in multiple languages involving offline and online survey enabling leaders to get a deeper view of what people were experiencing in terms of values. Enabling answers to the question ‘what do I need to do in a situation like this in line with company values?” through cascade material development, workshops and Development of ‘real’ case material based on business situations for debate and discussion in forums and for enabling training and guidance. Creation of top to bottom values management architecture, helping establish a structure to enable audits, value championing, continuous alignment of behaviors. Client Story 4: Enabling Values Cascade How we helped an industrial products company to redefine its engagement strategy

More Related Content

Culture And Change Advisory

  • 1. Culture Transformation Engagements 3/31/2015 Concept Overview & Client Cases
  • 2. Page 1 I. Diagnosis Objective: To understand the extent to which the organization culture is aligned to the business strategy and its implications on employees, customers and market. To understand current appreciation and usage of possible multiple frameworks in different situations, practical implications for employees and systems. Process:  Meetings with key personnel, select employee FGD’s, study of existing processes, templates, documents used in practice and existing employee engagement data. The diagnosis aims to: o Identify the behaviors at an organizational level that needs impetus and focus in the light of current and future business requirements o Understand the extent to which the leaders and employees have clarity on ‘work culture’. o The extent to which the employees are able to relate with the culture, intellectually and emotionally  Drafting and sharing of the diagnostic report with the relevant stakeholders Diagnosis Common Framework Communication Systems Supporting sustainablity Culture Audit
  • 3. Page 2 II. Create and agree “Ways of Work” Framework Objective: To arrive at a common WOW framework with equivalent understanding of the elements of values and behaviors Process:  Calibration sessions across functions and with select key leaders and HR for creating a clear understanding the behaviours and its implications  Creating templates with “WOW” connecting organization, systems and individuals, and clearly identifying ‘one language’.  Final calibration Workshop with key stakeholders for arriving at the ‘One Common Framework’ that are aligned with the present and future business needs and can be practically used as part of various systems. III. Values Communication Objective: To create a deployment design using the common WOW framework and deploy across the organisation Process:  Create and deploy a one- time organization wide process to communicate renewed framework. Creation of material, workshops and deployment of the same. May need to be supported by internal marketing effort.  Communication: Examine and enable diverse channels, forums etc which can enable propagation of the culture on an ongoing basis.  Success and violation stories – Find the right mediums to share the success and violation stories and send the right message.  Create internal champions and reward mechanisms IV. Supporting sustainability Objective: To create a roadmap with clear metrices around key processes for achieving full spectrum resilience and long-term sustainability. Process:
  • 4. Page 3  Examine and embed WOW framework in at-least three key systems to ensure sustainability (other systems can be also added) o PMS o Grievance redressal and value/ethics violation framework o Leadership review process  This phase may also address how this framework may be deployed in areas like induction, training and recruitment, as well as leveraging ongoing communication channels. V. Culture Audit Objective: To conduct a culture audit to benchmark and measure key culture indices of the organization post the deployment. It would be ideal to do this after 6 – 9 months to track overall improvement and gaps. The Tools: Think Talent Suggests two different tools for this kind of intervention 1. OCI 2. Richard Barrettes Cultural Transformation Tool Process: An online assessment instrument designed and customized to cover to the specific cultural and demographic needs of the organization. We can plan to administer a certain percentage of the population and can target for a sample representation across functions. Time to be invested in taking the survey will be about 15 – 20 mins per person. The summary findings of this assessment will provide the actual movement. This can be played back to the top team for further discussion and action as required.
  • 5. Page 4 The Situation Our client wanted to become McDonald of education through replicable processes and systems. They had expanded their business and become multi location. Each location and Zone were being treated as an unique entity and uniformity across was missing. Culture framework was used to bind the entire entity together Success Levers To succeed in this project, the Think Talent team needed to create a powerful vision, seamless culture, building leadership capability, a mind-set of rapid growth, and ensuring that scale management skills are built in. The growth for this company is expected to be significant and the scale is huge. The Solution We engaged in creating a vision, designing appropriate structure, conducted culture audit using OCI tool and coaching its leadership team. This exercise is significant for this organization as they are planning to professionalise entire set up, revamping the leadership team and going multi locational. Our intervention is being conducted in five phases;  Conducting diagnostic study to understand organization culture using OCI  Conducting a two days visioning workshop with leadership team  Benchmarking study with similar institutions  Suggested ideal structure and governance mechanism  Coaching the Chairman and senior leadership team The Outcome 1. Organization implemented the recommendation and from 13 school, now they have become 22 schools 2. Core Business and Non-Core Business was segregated and profitability and accountability assigned to the structure Client Story 1: Creating Culture to bring scalability and enhance growth How we helped a leading education service provider to scale by creating a culture growth and align it with future business plan through capability measures
  • 6. Page 5 The Situation The client is growing in size and expanding its operation in different geographies. Growth has happened because of closed knit team and hands on people. Growth has brought in different challenges.  Size and scale requires different structure, mindset and capability  In-house leadership capability has limited exposure in a global environment  Vacuum in top two layers of organization has resulted in opportunity lost  Acceptance towards diverse talent is still in a nascent stage  Current set of people have done well in their current job. However, preparedness for next role or next to next role may be a challenge. Success Levers To succeed in this project, the Think Talent team needed to create a global culture, structure framework (local &global), suggest changes, understand capability gap and take capability building measures The Solution Interview: One-o-one interview was conducted at different layers of the organization starting from MD to the mine engineer level. This helped TT to receive first-hand information regarding the perception and feeling of people across different level. Observation: Think Talent team visited different mines, spend times at camps. This helped Think Talent team to understand culture and DNA of Organization Assessment: Think Talent team used Barrettes Cultural Transformation Tool to understand organization challenges Analysis: Think Talent team also looked at structure document, some process documents and business plan. This helped the team to link the organization’s pillars with outcome and vision. Recommendation: Think Talent Team suggested “Ways of Work”, Operational Board Structure and geography based structure The Outcome Implemented the recommendations and currently in the process of managing change, set up culture benchmark and hiring right kind of people. Client Story 2: Culture transformation to achieve global scale and excellence How we helped an engineering service provider to create a global organization through global and sustainable culture
  • 7. Page 6 A well aligned Top Team can be the bridge between organizational aspirations and real implementation on the ground. Research conducted by MIT in 2008 shows that 40% of the productivity is directly explained by the amount of communication team members have with others to discover, gather and internalize information. The Situation Infrastructure Company with clearly laid out vision having execution gaps. CEO could see risk of under achievement looming. The Challenges Top two layers of leadership well-meaning but varying in hunger for growth, aspirations and self-awareness. Diagnosis revealed lack of alignment at different levels leading to challenges in overall implementation of plans. The Solution components Post diagnosis, assessment of individuals and teams as well as total leadership team, leading to capability gaps mapping—functional, technical and leadership. Top team intervention around re-visiting vision and clarifying what it meant to operationalize it. Working with top leaders in defining common values, ways of operating, clarifying roadblocks and creating measurable action plan with metrics, enabling speedier execution. NEWS™ global navigation methodology used as intervention backbone for team alignment process. Client Story 3: Helping align leadership team for growth How we helped an infrastructure company to create a cohesive organization
  • 8. Page 7 For the millennials today, and for the Gen Z of tomorrow, corporate citizenship is highly meaningful. They join a company also because they like what this company says it stands for, and do demonstrate their commitment to the cause. Purpose + People is the combination which helps solve the (Re) Engagement Equation, as collaborative social innovation is at the heart of employee’s expectations. - Pascal Beucler, SVP & Chief Strategy Officer MSLGROUP 85% of students globally claim that: work is a part of who they are not just a way of making money - The Future of Employee (Re) Engagement The Situation Industrial Products Company with deep DNA and rich history with over 7000 people spread across multiple offices and factories including workmen. A need to revisit and re-establish a value based culture and ensure people use make the right decisions for day to day behavior in that context. The Solution components Top team alignment workshop enabling a common language and understanding of values playing out in the current business context. Current state survey in multiple languages involving offline and online survey enabling leaders to get a deeper view of what people were experiencing in terms of values. Enabling answers to the question ‘what do I need to do in a situation like this in line with company values?” through cascade material development, workshops and Development of ‘real’ case material based on business situations for debate and discussion in forums and for enabling training and guidance. Creation of top to bottom values management architecture, helping establish a structure to enable audits, value championing, continuous alignment of behaviors. Client Story 4: Enabling Values Cascade How we helped an industrial products company to redefine its engagement strategy