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The Member--Centric Association Configuring Your Organization for Membership...
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Opening speech for CTT 2012 International Conference - Cape Town 19th Sept 2012. Includes launch of Personal Values Assessment. Free assessment available to everyone on the planet to explore their own values.
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The document discusses creating a shift towards a sustainable future through dialogue at different levels from the global to the personal. It outlines a three day process starting with global dialogue and moving to organizational/workplace dialogue and finally individual integration. On day one, the focus is on global and societal dialogue. Day two looks at dialogue at the national and organizational levels. Day three centers around individual integration and personal dialogue. The document also mentions launching a new auto IVA product and personal values assessment tool.
The Culture Transformation at Quantum Group By Khaled Tayyara at PMI Lebanon ...PMILebanonChapter
1) The project aimed to transform the culture at Quantum Group to align with changing business needs and challenges.
2) A cultural assessment was conducted to measure current and desired culture values, which found gaps that needed to be addressed.
3) A steering committee was formed to oversee the transformation, which included communicating changes, developing change agents, and rewarding progress.
4) An action plan was created to reinforce positive values through initiatives like coaching, revisiting vision/mission, and calculating the costs of issues to motivate change.
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Tools in Focus: The Evolving Landscape of Social MetricsSustainable Brands
This document discusses applying social metrics to product evaluation. It outlines the Triple Bottom Line approach of considering people, planet, and profit. It then discusses the development of social metrics and defining relevant social stakeholders, themes, and aspects. Creating social metrics provides business value by increasing supply chain visibility, managing risks, and allowing for sustainability communication. The document advocates considering social, environmental, and financial indicators together rather than viewing them as a trade-off. It also discusses collaboration between PRé and DSM to develop a common approach to measuring social impacts across a product's lifecycle.
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Member-centric organizations prioritize understanding and serving member needs over other considerations like organizational needs or financial goals. Some of these scenarios could be interpreted either way depending on additional context, but in general:
- Conducting member research before decisions helps ensure choices align with what members value.
- Inviting broad member participation in advocacy recognizes the importance of member voices in shaping policy agendas.
- Exclusively CEO events may risk excluding or disengaging other important member roles.
- Requiring programs break even in one year could discourage innovation or investing in longer-term member value.
The key is balancing organizational sustainability with continuously learning about and responding to evolving member priorities.
Practical Strategies for Risk at board Level
This high level conference is specifically designed to meet the needs of today’s C – suite, heads of risk and others responsible for risk at board level. The fast paced programme, coupled with expert speakers and workshop leaders, will cover top level risk issues to include:
•implications of new corporate governance codes
•embedding effective enterprise risk management frameworks
•non-executive responsibilities for risk management
•board effectiveness
•emerging global risks
•risk appetite and risk tolerance
•negotiation and influencing at the top table
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https://youtu.be/2PCfFO0hobA
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1. Introduction: the Cultural Transformation Tools
Partner Barrett Values Centre
Sander Mahieu & global CTT-trainer
s.mahieu@synnova.com
www.valuescentre.com 1
www.valuescentre.com
2. Why CTT?
It is the most comprehensive cultural diagnostic value assessment
available.
The survey is customised for every organisation.
The survey is simple – it takes approx. 15 minutes to complete.
The process is fast: 2-5 weeks from project initiation to report.
The system has been tried and tested by over 1,500 organisations.
Costs are the same for 30, 3,000 or 30,000 employees.
The survey is available in several languages
and can be carried out in multiple languages at one time.
www.valuescentre.com 2
3. Sample of Clients
ANZ Bank Mars
Austin Energy McDonald’s
Aveng Group Nedbank
Banco Itau New Look
Banque Populaire NorthWestern Energy
BC Hydro Nestle
BNP Paribas Securities Services Ontario Power
China Mobile Pfizer
Club 21 Sasol Group
Deluxe Corporation Skandia
Halma Total Petroleum
Hewitt Associates Unilever
IBM Volvo
ING Bank Wegmans
Johnson & Johnson Westpac
L’Oreal
www.valuescentre.com 3
4. The Barrett Seven Levels of Organisational Consciousness
Positive Focus / Excessive Focus
Service To Humanity and the Planet
Service Social responsibility, future generations, long-term
perspective, ethics, compassion, humility
Strategic Alliances and Partnerships
Making a
Environmental awareness, community involvement,
Difference employee fulfilment, coaching/mentoring
Building Internal Community
Internal Cohesion Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Continuous Renewal and Learning
Transformation Accountability, adaptability, empowerment,
teamwork, goals orientation, personal growth
High Performance
Self-esteem Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Employee Recognition
Relationship Loyalty, open communication, customer satisfaction,
friendship. Manipulation, blame
Financial Stability
Survival Shareholder value, organisational growth,
employee health, safety. Control, corruption,
greed
www.valuescentre.com 4
5. Full Spectrum Organisational Consciousness
Service Long-term perspective
Making a
Difference Coaching/mentoring
Internal Cohesion Creativity
Transformation Accountability
Self-esteem Productivity
Relationship Open communication
Survival Profit
www.valuescentre.com 5
7. Whole Systems Transformation
Environment
INDIVIDUAL COLLECTIVESmall
Stories Picture of
Stories
Level of competence Structures and dagwood
system
Behaviour performance Products, equipment etc
OBJECTIVE Bottom line results
Do you
Do you Alignment of
Alignment of
Walk
Walk operational and
operational and
DIAL
The Talk?
The Talk? social structures
social structures
OG E
U
Leadership Guiding values
SUBJECTIVE Co-workership Attitudes that limit
Personal maturity Shared strategic vision
Core
Core
Values
Values
Alignment
Alignment
A whole system approach calls for actions in all four dimensions at the same time
dialogue Source: K Wilber
9. The New Principles of Business
Cultural transformation begins with
personal transformation.
Organisations don’t transform.
People do….. and leader first
www.valuescentre.com 9
10. The Barrett Seven Levels of Leadership Consciousness
Service Wisdom/Visionary
Making a
Difference Mentor/Partner
Internal Cohesion Integrator/Inspirer
Transformation Facilitator/Influencer
Self-esteem Manager/Organiser
Relationship Relationship Manager
Survival Crisis Director
www.valuescentre.com 10
Key points Full Spectrum is another way to think about sustainability. Organisations that are conscious at all 7 levels will be and are far more sustainable Many companies are not yet Full Spectrum but consider themselves to be on a journey to Full Spectrum
Additional Slides January 2002
Key Points Ask people about this statement. We often add an extra few words “ organisational transformation begins with personal transformation OF THE LEADERS”
Key Points: Full-spectrum is knowing which leader is needed in the present moment and being able to make the internal shift