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.

1. PMI Lebanon
The Culture Transformation
@ Quantum Group
Value Driven Project
Khaled Tayara, October 2015

2. - Herb Kelleher Cofounder and CEO of Southwest Airlines
“Everything we do in our strategy
can be copied tomorrow by our
competitors, but they can’t copy
the Culture and they know it!”
1

3. Index
The Purpose and Objectives
: The Why
2
The Tool and Technics The Project
Development= The
Journey .
The output : The Culture
Transformation.
1
2
3
4

4. Chapter 1
The Purpose and the Objectives
There is a change in the
communications game-play.

5. What Changed?
4
Pre-Digital Post-Digital
Medium
 Long live the TVC
 Paid Media
 Selective Experts
 Hail Facebook
 Earned and Owned Media
 Everyone is a Producer
 Engaged
 Targeted Media
 Wide Reach
 Detailed Analytics
 High Expectations
 Tailor-made Content
 Ongoing Community Management
 Affordable User Generated Content
Audience
 Unengaged
 Mass Targeting
 Simple Reach
 Vague Analytics
 High Satisfaction
 One Content Fits All
 Issues Resolved by the
Press Release
 High Production Cost
Content

6. The Evolution
5
Campaigns Platforms
Short Lived Infinite Lifetime
Press Release Blogs, Pages, Tweets..
Issue Tackled Issue Re-emerging
Audience Participant / Community
Fan Influencer / Ambassador
Brand Product

7. Generational Differences Summary
6
Work Related Matures Baby Boomers Gen X Gen Y
Values Loyalty,
dedication,
sacrifice, honor,
hard work,
compliance
Personal growth,
youthfulness,
equality, ambition,
collaboration
Independence,
pragmatism, results-
driven, flexibility
Confident, optimistic, civic
minded, innovative,
diversity focused, techno-
savvy
Expectations Stability Rewards for hard
work
Continuous learning,
challenging, work-life
balance
Continuous change, rapid
career growth,
personalized experiences
Behaviors Respectful of
authority, linear
work style
Challenge
authority, loyal to
team
Unimpressed by
authority, loyal to
manager, results-
focused
Respect for competency,
interdependent, not title;
loyal to peers, focus on
change
Goal Build a legacy Have an effect Maintain
independence
Find work where link exists
and create a life that has
meaning
Source: Kovary, G. (2008). How to Get, Keep, and Grow all Four Generations. 60th Annual SHRM Conference, Chicago,
IL.

8. New principles of business
7
Cultural capital
is the new frontier
of competitive
advantage.
1
Organizational
transformation
begins with the
personal transformation
of the leaders.
2
Measurement
matters.
If you can measure
it,
you can manage it.
3

9. The Business Case
8
The challenges :
How to attract and keep talented people?1
How to increase profitability and stakeholder value?2
How to increase creativity, productivity and customer satisfaction?3
How to ensure ethics permeate the Corporate Culture and company is
in alignment with public opinion (social responsibility)?
4

10. Impact of strong adaptive culture
10
The revenue grew more than 4 times faster.1
The rate of job creation was 7 times higher.2
The stock grew 12 times faster.3
The profit performance was 750 times higher.4

11. “To align the company’s
direction, strategies, performance
and culture in order to meet the
challenges of the next few years”
our
objectives
23

12. Chapter 2
The Tool & Technics

13. Maslow’s Needs to Barrett’s Consciousness
13
N e e d s C o n s c i o u s n e s
s
1. Expansion of self-actualization
into multiple levels.
2. Substitute ‘states of consciousness’
for hierarchy of needs.
3. Each state of consciousness
is defined by specific values
and behaviors.

14. The Barrett Seven Levels of Organizational
Consciousness
14
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Financial Stability
Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
Employee Recognition
Loyalty, open communication, customer satisfaction,
friendship. Manipulation, blame
High Performance
Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Continuous Renewal and Learning
Accountability, adaptability, empowerment,
teamwork, goals orientation, personal growth
Building Internal Community
Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Strategic Alliances and Partnerships
Environmental awareness, community involvement,
employee fulfilment, coaching/mentoring
P o s i t i v e F o c u s / E x c e s s i v e
F o c u s
Service To Humanity and the Planet
Social responsibility, future generations, long-term
perspective, ethics, compassion, humility

15. Story of a values driven organization
15
4 Transformation
1. Survival
7. Service
6. Making a Difference
5. Internal Cohesion
3. Self esteem
2. Relationship
Service to humanity and societal contribution
External collaboration, community involvement
Sense of purpose & strong internal community
Ongoing improvement and employee participation
High performance systems, high quality output
Positive relationships that support organisation needs
Financial viability and employee safety

16. The Tool - Measuring culture
16
Who are the people in your organization?
What is most important to them?
What kind of culture and behaviors
shape their work experience?
 What is working well?
 What is undermining performance?
Employee fulfilment, customer satisfaction, organizational success
What values and behaviors do they see as necessary for optimal
organizational performance?

17. Insurance Company (111)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
Matches
PV - CC 3
CC - DC 7
PV - DC 6
Health
Index
(PL)
PV: 10-0
CC: 9-1
DC: 13-0
1. accountability 44 4(R)
2. integrity 43 5(I)
3. positive attitude 41 5(I)
4. balance (home/work) 39 4(I)
5. honesty 37 5(I)
6. responsibility 36 4(I)
7. continuous learning 34 4(I)
8. efficiency 30 3(I)
9. commitment 28 5(I)
10. ethics 26 7(I)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting
Orange = PV, CC & DC Blue = PV & DC (white circle)
1. accountability 39 4(R)
2. teamwork 37 4(R)
3. integrity 33 5(I)
4. information sharing 32 4(O)
5. cost reduction (L) 30 1(O)
6. constant improvement of
processes
29 4(O)
7. work overload (L) 29 3(O)
8. continuous learning 26 4(O)
9. cooperation 25 5(R)
10. open communication 25 2(R)
1. accountability 50 4(R)
2. information sharing 42 4(O)
3. integrity 33 5(I)
4. teamwork 32 4(R)
5. open communication 31 2(R)
6. continuous learning 30 4(O)
7. efficiency 30 3(O)
8. clarity 28 5(O)
9. ethics 28 7(O)
10. cooperation 25 5(R)
11. long-term perspective 25 7(O)
12. positive attitude 25 5(I)
13. trust 25 5(R)
Values Plot
Entropy = 18%
17

18. Purpose of Culture Mapping
18
Engagement (41%) is based on alignment between PV and CC
Gap analysis between now and future: CC to DC
Levers for transformation: PV to DC
Levels of dysfunction (entropy) indicate the
toughness of the challenge

19. Entropy Bands – the extent of dysfunction/waste
19
Prime: healthy functioning10% or less
Minor issues: requiring cultural and structural adjustment11% to 19%
Significant issues: requiring cultural and structural transformation and leadership coaching20% to 29%
Serious issues: requiring cultural and structural transformation, leadership
coaching/mentoring and leadership development
30% to 39%
Critical issues: requiring cultural and structural transformation, selective changes in leadership,
mentoring/coaching and leadership development
40% to 49%
Cultural crisis: for commercial organizations risk of implosion and insolvencyOver 50%

20. Entropy 13%Entropy 19% Entropy 17% Entropy 14%
Nedbank: Current Culture Evolution
1. cost-consciousness
2. profit
3. accountability
4. community involvement
5. client-driven
6. process-driven
7. bureaucracy (L)
8. results orientation
9. client satisfaction
10. silo mentality (L)
200
5
1. cost-consciousness
2. accountability
3. client-driven
4. client satisfaction
5. results orientation
6. performance driven
7. profit
8. bureaucracy (L)
9. teamwork
10. community involvement
200
6
1. client-driven
2. accountability
3. client satisfaction
4. cost-consciousness
5. community involvement
6. performance driven
7. profit
8. achievement
9. being the best
10. results orientation
200
7
200
8
1. accountability
2. client-driven
3. client satisfaction
4. community involvement
5. achievement
6. cost-consciousness
7. teamwork
8. performance driven
9. being the best
10. delivery
200
9
1. accountability
2. client-driven
3. client satisfaction
4. cost-consciousness
5. community involvement
6. achievement
7. teamwork
8. employee recognition
9. being the best
10. performance driven
5 matches4 matches4 matches3 matches 6 matches
Entropy 25%
20

21. Entropy 14% Entropy 13% Entropy 13% Entropy 11%
Nedbank: Current Culture Evolution
2009 2010 2011
6 matches6 matches6 matches5 matches
1. accountability
2. client-driven
3. client satisfaction
4. cost-consciousness
5. community involvement
6. achievement
7. teamwork
8. employee recognition
9. being the best
10. performance driven
1. accountability
2. client satisfaction
3. client-driven
4. teamwork
5. brand reputation
6. being the best
7. achievement
8. commitment
9. community involvement
10. cost-consciousness
1. accountability
2. client-driven
3. client satisfaction
4. brand reputation
5. achievement
6. teamwork
7. environmental awareness
8. commitment
9. being the best
10. cost-consciousness
21

22. Values -Driven Results
22

23. Chapter 3
The Project
Development
The Journey

24. What to do to embed this new culture
24
AUDIT
 Audit the
existing culture
 Develop an
action plan
 Communicate
what changes
 Develop
change agents
& champions
 Reward change
 Encourage
innovation &
improvement
Change
Measure
 Assess the
change that has
made and
affected our
entropies
 Indicators for
Change
 Evaluate correct
& learn
?

25. The Journey
27
Set up-
December
2013
• Identifying
the needs
• Engaging
the Senior
leadership
• Running
induction
sessions
Assessment- April
2014
• Data collection
• Receiving reports
Feedback: June 2014
• CEO
• Leaders within
the group
• Groups
• Continuous
communication
at all levels
(reduce fear &
ambiguity)
Action Phase – July 2014 till
now
• Reinforcing positive values
• Calculating cost of entropy
• Creation of a steering Committee
to champion the transformation
• Revisiting values, vision & mission
• Coaching some Leadership
executives

26. The journey Continues
28
The Think Tank Phase
• Creation of Steering Committee
• Working on the Matrix Values /Behaviors
• Submitted to internal focus group of each
business unit
• Identification on the changes to do as
action plan after feedback on behaviors .
Presentation Phase
• Values and behaviours presented for
approval for leadership team
• Action plan reviewed for Entropies and
positive values
• revisiting Vision and Mission if necessary
• Started executive coaching

27. The Steering Committee
President
of SC
Facilitator
3
Members
Steering committee role, responsible for the management, implementation and monitoring of Culture
assessment project:
• Control the project realization at the strategic level,
• Verify project’s coherence with established objectives,
• Manage established frames such as budget/costs and deadlines.
• Assess, and approve changes in the project
• Create working groups and choose change agents, with whom the company will work to realize
the project.
• Act as a voice to the Executive Leadership Team & vice versa to keep information &
improvements going in the project realization
• Working with each business unit on picked specific areas for development that had different
emphasis to the main conclusions of the Group.

28. Final Step – The Program
29
Action Plan to create in smart art
Values
Program of Communication to change the mindset
Launching of action plan from Top to Down
Entropies + behaviors

29. Culture Value/Behavior Matrix
32
Cultural Value / Behavior Matrix
Cultural Value /
Behavior Matrix
Definition Culture Actions To Create
How do we define this value
How does this value (Behavior)
look like when at its best
What actions we* do / take
to make this value grow
* We as a Group / Company / Management
* Me
Insight
Go beyond what is required to
understand the clients needs,
and innovate continuously to
improve our service and increase
his satisfaction
• Finding new and innovative ways to push our boundaries
and constantly improve our service.
• Thinking ahead about the best way to do things before
taking action.
• Benchmarking current activities against best practices.
• Taking every opportunity to learn about our customers and
their businesses, priorities and expectations.
• Being proactive in offering assistance where there is a
need.
• Have a thinking that is based on perceptive awareness
and culture
• Make wise decision despite ambiguities
• Identify root causes and get beyond treating symptoms
• Focus on great results
• Learn rapidly and eagerly
• Contribute effectively outside of specialty
• Challenge prevailing assumptions and suggest better
approaches
• Take smart risks
• Listen well to better understand
Involve people in the project and ask them what
could they do to make it better / put clients
objectives from top till down/ do monthly meetings
on what have we done right and wrong between
companies and departments/ share success and
share the how / encourage people who help us from
outside departments /reward people who take risks
and succeed

30. Four Core Value for a positive and productive environment
33
Integrity
Talent
Craftsmanship
Group
Mission and Vision
Expertise
Added
value
Added
value
Expertise
CollaborationContinuous Learning
Innovation Dialogue
Insight

31. Chapter 4
Managing The Project
The Culture Transformation.

32. Program objectives
35
Demonstrate what it takes to become pioneers in our line of business1
Motivate employees to be agents of positive change2
Ensure employees’ engagement in living the Group Core Values, fulfilling its Vision and enacting its Mission3

33. Program journey
36
Sense of
Purpose
Induction &
Motivation
Trust
Mission
Assurance
Employee
fulfillment
Client
satisfaction
Partner
value
II. Employee Fulfillment & Mission Assurance
Cultural
TransformationEmpowermentCommitment
Secure the adequate environment (the promise)Provide
the tools
Create awareness
& set the scene
Natural selection
Process*
Business performance Employee satisfaction Building up of a positive &
productive environment
I. Awareness and Culture Building

34. The Initiative rests on four pillars, all ensuring continuous exposure and engagement to
the Group Core Values
40
Quantum’s Cultural Transformation
Pillars
Functional
(Induction & Capabilities
building)
Group
Literature
Structural Social
• Group policies
• Group processes
standards
• Group Code of Ethics
• Credentials
• Digital platforms
• Company values pack
• Recruitment/induction
pack
• Staff induction and
workshops (general &
targeted)
• Appointment of
ambassadors and
mentors
• Q&A sessions to assess
the process of values
implementation
• Activities to build
sense of community:
− Sports activities
− CSR & Green
Berets initiatives
− Happy hours
− Talent shows
− Knowledge
sharing
• Reporting system
(mainly through HR or
appointed
ambassadors)
• Performance
management
• Reward system
• Set of good practices
that would enhance
staff expertise
• Career Development &
succession Planning
• Talent inventories

35. Program was launched as Communication Campaign
41
Awareness
Understanding
Acceptan
ce Commitment
Employee
Satisfaction Customer
satisfaction
Equity
•Customer
•People
•Shareholder

36. “If you change the way you look
at things, the things you look at
change”

37. Thank You!