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Organisational Culture Change and Leadership in a Multi Utility

Organisational Culture Change and Leadership in a Multi Utility. Culture Survey . Human Synergistics engaged Executive Team completed Leadership Impact Survey

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Organisational Culture Change and Leadership in a Multi Utility

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  1. Organisational Culture Change and Leadership in a Multi Utility

  2. Culture Survey • Human Synergistics engaged • Executive Team completed Leadership Impact Survey • Organisational Culture Inventory (OCI) and Organisational Effectiveness Inventory (OEI) surveys undertaken over 4 week period – July 2009 • 43% response rate

  3. Balance of task and people High security focus Primary styles driving culture – avoidance and oppositional Minimal Constructive styles Very busy, yet notfocussedon the right things Survey Results

  4. Operational Business Units Networks Generation Remote Operations Water Services Retail

  5. What the data told us • Consistent cultural style across business units and locations • Culture firmly entrenched • Challenged the “we’re different” myth • High job security, positive intention to stay and low stress • Mission and Philosophy, Leadership and Management, Problem solving skills

  6. Understanding Culture

  7. Leadership | Culture | Performance Leadership Culture Performance

  8. Service Delivery Business Unit 2009 Results N = 27 2011 Results ; N = 53 Style Percentile Significance Style Percentile Significance Style Percentile Significance Test Retest Shift Test Retest Shift Test Retest Shift 22 34 12 0.303 59 35 -24 0.116 77 52 -25 0.160 NS NS NS Achievement Approval Oppositional 14 34 20 0.088 NS 62 37 -25 0.122 35 25 -10 0.436 NS NS Self-Actualising Conventional Power 67 34 -33 52 33 -19 Dependent Competitive 44 63 19 0.287 0.083 0.252 NS NS NS Humanistic-Encouraging 30 55 25 0.119 72 51 -21 0.175 45 21 -24 0.165 NS NS NS Affiliative Avoidance Perfectionistic NS: Not Significant; *: p < 0.05; **: p < 0.01; ***: p < 0.001. Statistical results are based on t-tests carried out on raw (rather than normed) scores.

  9. Internal Support Business Unit 2009 Results N = 19 2011 Results N = 14 Style Percentile Significance Style Percentile Significance Style Percentile Significance Test Retest Shift Test Retest Shift Test Retest Shift 48 10 -38 0.037 30 36 6 0.835 61 47 -14 0.580 NS NS * Achievement Approval Oppositional 40 10 -30 0.114 NS 48 64 16 0.590 46 34 -12 0.680 NS NS Self-Actualising Conventional Power 32 42 10 41 27 -14 Dependent Competitive 33 26 -7 0.754 0.737 0.634 NS NS NS Humanistic-Encouraging 28 9 -19 0.199 54 71 17 0.565 41 41 0 0.980 NS NS NS Affiliative Avoidance Perfectionistic NS: Not Significant; *: p < 0.05; **: p < 0.01; ***: p < 0.001. Statistical results are based on t-tests carried out on raw (rather than normed) scores.

  10. High Performing Technical Team within Operational Business Unit 2009 Results N = 7 2011 Results N = 14 Style Percentile Significance Style Percentile Significance Style Percentile Significance Test Retest Shift Test Retest Shift Test Retest Shift 21 81 60 0.095 19 36 17 0.334 21 34 13 0.541 NS NS NS Achievement Approval Oppositional 39 88 49 0.178 NS 38 37 -1 0.987 12 10 -2 0.820 NS NS Self-Actualising Conventional Power 14 48 34 20 15 -5 Dependent Competitive 48 92 44 0.090 0.256 0.754 NS NS NS Humanistic-Encouraging 26 78 52 0.052 37 8 -29 0.246 10 73 63 0.006 NS ** NS Affiliative Avoidance Perfectionistic NS: Not Significant; *: p < 0.05; **: p < 0.01; ***: p < 0.001. Statistical results are based on t-tests carried out on raw (rather than normed) scores.

  11. What the results told us • Moving in the right direction • Varied rates of progress • Business units need to do more • Leadership – culture – performance link was apparent • Move from knowing to doing • Continue with current activities and do more

  12. Challenges of change • Executive Buy In • Maintaining momentum • Time • Working in the culture • Change fatigue • Competing with operational demands- keeping culture change on the agenda • Encouraging support and creating environment for new leaders to develop and apply learnings

  13. Insights • Engineering mindset • Leadership and commitment • Revisit the basics • Keep focus on what is needed to change • Support • Takes time • Celebrate every win, acknowledge achievement and reflect

  14. What’s next? • Building accountability • Recognition and Acknowledgement • Continue with existing initiatives • Increased business unit involvement and action • Team leader development programs • Coaching for improvement and support

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