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Organisational Culture Feedback & Mirror: Bridging the Gap for Change Initiatives

Welcome to Organisational Culture Feedback & Mirror by COMPANY X. Our objective is to walkthrough the gap analysis process and prioritize change focus areas. Compare actual and optimal culture, define change needs, and translate strategies into actionable steps. Utilize the Multi-Focus model on Organisational Culture for effective management. Workshop on Mirror Identity & Functionality explores cultural elements, trust, and alignment for successful change. Learn about the dimensions overview, means versus goal orientation, control, focus, approachability, and management philosophy. Gain insights into leadership acceptance and identification with the organization for improved outcomes. Implement change levers and make informed decisions for strategic relevance in your organization.

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Organisational Culture Feedback & Mirror: Bridging the Gap for Change Initiatives

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  1. Welcome to Organisational Culture Feedback & Mirror COMPANY X

  2. Our objective To walkthroughthegap-analysis and prioritizechangefocusareas

  3. Process overview 2 Gap analysis 1 • Compare actual and • optimal culture • Define need to make change happen and process to realize optimal culture Optimal culture • Translate strategy into optimal culture Define subcultures 3 Change Measure actual culture • Translate Levers of Change into real life work activities • Executive Match 360 feedback

  4. ! Data and gap analysis

  5. D4 D1 Organisational culture The Multi Focus model on Organisational Culture Initiated by Hofstede, operationalized by Hofstede Insights during the 90’s and 2000’s as the Multi-focus Model Management philosophy Approachability Effectiveness control Focus/Social control Customer orientation D5 Local versus professional Internally versus externally driven Open vs. Closed systems Means versus goal oriented Easy-going versus tight work control D2 D6 D3 Employee versus work oriented

  6. Two tiers of dimensions & their functions Organizational glue (coherence): Allowing for functional diversity: • D2 – customer orientation • D1 – effectiveness • D4 – professional orientation • D3 – formal control • D6 – management philosophy • D5 – approachability

  7. ! Workshop 2: The Mirror

  8. Identity & Functionality

  9. “ culturalelementsyouhave in common “

  10. “ Support for strategy / culturalelements “

  11. Ingredientsfor Change

  12. Coreingredients for successfulchange Theremustbetrust Thereshouldbe a minimum of anxiety (nervousness) People shouldbewilling to change (sense of urgency)

  13. Rightingredients for furtheralignment

  14. Rightingredients for furtheralignment MelbL’ship ELT MelbEng Melb PMO

  15. Rightingredients for furtheralignment

  16. Rightingredients for furtheralignment MelbL’ship ELT MelbEng Melb PMO

  17. Rightingredients for furtheralignment

  18. Rightingredients for furtheralignment MelbL’ship ELT MelbEng Melb PMO

  19. Gap Analysis

  20. Gap analysis – relative differences in a nutshell Glue – Whole of Business Dimensions

  21. Overview - Organisational Effectiveness Meansoriented (0) vsGoalOriented (100) How youdoyourworkvsWhatyoudo

  22. Zoom in for extrainformation D1 Organisational Effectiveness

  23. Zoom in for extrainformation D1 Organisational Effectiveness Build and lead an attractive and sustainable business within …

  24. Overview – CustomerOrientation Internally (0) vsExternally (100) Oriented

  25. Overview - Control Loose (0) vsStrict (100) Control

  26. Overview - Focus Local (0) vs Professional (100) Focus

  27. Zoom in for extrainformation D4 Focus

  28. Zoom in for extrainformation D4 Focus Build and lead an attractive and sustainable business within…

  29. Overview - Approachability Open (0) vsClosed (100) Systems

  30. Zoom in for extrainformation D5 Approachability

  31. Zoom in for extrainformation D5 Approachability Build and lead an attractive and sustainable business within…

  32. Overview – Management Philosophy Employee (0) vsTask (100)

  33. Acceptance & Commitment

  34. D 7 LeadershipAcceptance

  35. D 7 LeadershipAcceptance

  36. D8 Identificationwiththeorganisation

  37. Informationfrom in betweenthelines

  38. WorkvsStaymotivation

  39. Earlywarningsignals

  40. Next

  41. Process overview 2 Gap analysis 1 • Compare actual and • optimal culture • Define need to make change happen and process to realize optimal culture Optimal culture • Translate strategy into optimal culture Define subcultures 3 Change Measure actual culture • Translate Levers of Change into real life work activities • Executive Match 360 feedback

  42. Change Levers

  43. Decisionmaking input to takealong for workshop 3 Large Strategic relevance Implement Challenge Drop Possible Small Difficult Easy Difficulty to realize

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