Culturetracker

1. Culturetracker.com Cracking the cultural crust E is for……………

2. Key themes of this Masterclass • The impact of social culture on organisational culture • The implications for adaptability and Continuous Improvement • Why engagement isn’t enough for the 21st Century • How organisations should manage cultural change and CI in the future

3. E is for… Engagement? E Empowerment? Empathy

4. Cracking the cultural crust- drilling through to cultural change Standards (ISO, IoP etc.) CI Writing policies CONTROL CULTURE Defining procedures Following them ENGAGEMENTCULTURE Getting everyone else to follow them Getting everyone else to want to follow them Becoming a prevention-based, continuously improving organisation EMPATHY, INNOVATION AND CONTINUOUS IMPROVEMENT CULTURE Adapted from TQM in Action, Pike/Barnes 1994

5. Edgar Schein’s Cultural model Culture is identifiable at 3 levels:- • Visible artefacts (e.g. structure, appearance, location) • Values (e.g. public statements, sales literature, published accounts, policies) • Basic assumptions about what is acceptable and unacceptable; i.e. habits (embedded behaviour or the way we do things around here)

6. CULTURE VIEWS ON VARIOUS ASPECTS OF THE ORGANISATION AND TYPICAL BEHAVIOURS ME THEM ATTITUDES of toward champion victim Measuring culture vs. attitudes

7. Continuous Improvement……handling the jargon WCM World Class Manufacturing TQM Total Quality Management CWCI Company Wide Continuous Improvement Lean Administration BPR Business Process Re-engineering Six Sigma Kaizen Engagement Empowerment Learning Organisation

8. Total Quality Management is about... CUSTOMERS PEOPLE PROCESSES

9. C.I. CUSTOMERS PEOPLE PROCESSES

10. FAST TRACK Annual programmes Cross-functional improvements Customer-outcome-driven Re-engineering processes Project management discipline Project based organisation structure SLOW TRACK Use 21stC skillsets Continual process of small changes Based upon a collaborative value set Linked to organisational objectives Education and involvement, but.. Stop buying sheep dip A twin-track approach

11. Best ‘lean’ tools for admin • Design for Service (QFD) • Benchmarking • Six Thinking Hats • Value-added analysis • Business Process Analysis • 5S • SMED • FMEA

12. Culturetracker.com Cracking the cultural crust E is for…empathy …….but how?

13. The Four A approach Assess the culture Assess the culture Audit results A Analyse the causes Act on Solutions

14. Analyse - The three S diagnostic • Structure • Organisation • Infrastructure • Presentation • Systems and processes • Recruitment • Communication • Involvement • Development • Style • Management style • Customer empathy

15. Remove the barriers to empathy • Complex grievance procedures • Inefficient decision making systems • Too many incredible no-men • Too many rules - unwelcoming • Customer criticism – ask why, not what • Wrong L&D focus • Engagement surveys

16. Recruit for empathy • Advertising • Orientation • Filtering • Questioning • Testing • Induction • Introduction

17. Develop for empathy • Creating customer experiences • Opening up frontiers – welcome, not rules • Spending time at the front end • Encouraging social networking with customers • In disagreements, asking how customers would view it • Challenging staff – why are you here?

18. Bring it back next time as your own Praise it to death “I’ll come back to that” (don’t) squash it quick refer to a sub-committee nit-pick it to pieces “can you come back next time with...” mummy knows best the history lesson if all else fails just laugh 10 easy ways to kill ideas in a control culture

19. Turning Ideas into Action

20. Loads a bubbles….. Customer needs Launch Test Design ideas

21. A process not an initiative Reinforcing the culture • Focus on great public service • Destroy silos • Consistency • Persistency • Insistency • Bubbles • Nudges • Rewards

22. Culturetracker.com Thank you for listening Any questions?