Achieving Excellence by Creating a People-Driven Organisation Culture by Marius Meyer, CEO SABPP.

1. ACHIEVING EXCELLENCE BY
CREATING A PEOPLE-DRIVEN
ORGANISATION CULTURE
12 October 2016
8th INTERNATIONAL 20 KEYS CONFERENCE
M a r i u s M e y e r
@SABPP1 @sabpp_1

2. AGENDA
• Management challenges
• Elements of organisation culture
• Features of world-class companies
• Characteristics of people-driven
organisations
• A roadmap for creating a people-
driven culture

3. We create the culture we
deserve

4. Do we really understand what it
means to be world-class?

5. WORLD-CLASS
The capacity and track record of
delivering products and services that
are consistently rated as among the
best in the world.

6. Types of organisations
Poor or under-
performing
Mediocre
Good
World-class

7. WHERE ARE WE?
Under-performing, mediocre, good or
world-class?

8. ELEMENTS OF
ORGANISATION CULTURE
• “The way things are done”
• The way we treat our staff and customers
• Values of the organisation - lived
• Traditions
• Stories
• Norms
• Unwritten rules – acceptable and
unacceptable behaviour
• Leadership style

9. CHARACTERISTICS OF CULTURES
LOW PERFORMANCE HIGH PERFORMANCE
• Poor leadership
• Demotivated staff
• Invisible values
• Bureaucracy
• No flexibility
• Inefficiency
• Barriers between
departments
• Poor service delivery
• Great leadership
• Motivated staff
• Visible values
• No bureaucracy
• Flexibility
• Efficiency
• No barriers between
departments
• Good service delivery

10. FEATURES OF WORLD-CLASS COMPANIES
CULTURE
Inspiring
leadership
Innovation
Employee
engagement
People-
driven
Dynamic
culture
Competent
management
and staff
Good
systems and
processes
Regular
measure-
ments

11. “About 85% of problems in
organisations are caused by
management”.

12. Some holy cows …
Management
challenges

13. CHALLENGE 1:
MANAGEMENT CONTROL
• “I am a manager because I
am better than others”.
• “I am more important than
employees, customers and
the company”.
• “I am here to control –
others must follow me”.
• Micro management –
checking
• “I am always right, they are
wrong”.

15. CHALLENGE 2:
POOR COMMUNICATION
• Unclear communication
• Vague performance targets
• A lack of listening
• No or limited feedback

17. CHALLENGE 3:
NO PERFORMANCE SUPPORT
• Wrong/unilateral decisions
• Limited resources
• Lack of management support
• Continuous restructuring
• Ineffective meetings and committees

19. CHALLENGE 4:
DISCREPANCY BETWEEN
“BELIEFS” AND ACTIONS
• Inconsistent behaviour
• Not practicing what you preach - values
• Not leading by example

20. CHALLENGE 5:
INABILITY TO ALIGN &
INTEGRATE STRATEGY AT
OPERATIONAL LEVEL
• Not understanding your
own organisation and role
• Not knowing what goes on
at ops level
• Thinking out strategy that
is removed from reality
• Gap between strategy and
execution

21. CHALLENGE 6:
POOR PLANNING
• Wrong strategy and plans
• Incorrect execution
• Unclear goals
• Systems not ready
for implementation
• Crisis management

22. CHALLENGE 7:
BAD PEOPLE & TALENT
MANAGEMENT
• Not using the talents of your
people
• Treating people badly – unfair
treatment
• Lack of involvement and
empowerment
• Poor human relations
• No or limited trust
• No performance support

25. CHALLENGE 8:
NO/POOR PERFORMANCE
CULTURE
• Inability to adapt to
change or lead change
• Not building a high
performance culture
• Tolerating a “sick” culture
• Lack of values, leadership,
innovation and vision
• Manipulation, bureaucracy
and over-control

26. CHALLENGE 9:
EMPLOYING
INCOMPETENT PEOPLE
• Employing the wrong people
• Not developing staff

27. CHALLENGE 10:
PLANNING THE FUTURE
USING PAST PERFORMANCE
• Not enough in the
present and the future
• “When we …”
• “That will never work
here”
• Building the future on
past success
• A lack of a future
performance focus

29. 90% of what we call “management”
consists of making it difficult for
people to get things done.
Peter Drucker

30. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
Talent
Manage-
ment
HR Risk
Manage-
ment
HR ARCHITECTURE
I
HR VALUE &
DELIVERY PLATFORM
Work-
force
Plan-
ning
Lear-
ning &
Deve-
lopment
Perfor-
mance
Mana-
ge-
ment
Re-
ward &
Recog-
nition
Em-
ployee
well-
ness
Employ
ment
Rela-
tions
Organi-
sation
Deve-
lopment
HR Service
Delivery
HR
Technology
(HRIS)
Pre-
pare
Im-
ple-
ment
Re-
view
Im-
prove
HR MEASUREMENT
HR Audit: Standards & Metrics
HRCOMPETENCIES
© SABPP HR MANAGEMENT SYSTEM STANDARDS

31. Unfreeze Mobilise Realise Reinforce Sustain
TIME SCALE9 36
ORGANISATION DIAGNOSIS
Set
direction
for
change
Early
changes to
build
confidence
High levels
of
performance
Good systems
to support
further growth
World class
pushing the
limits
2418

32. WHO ARE THE REAL
CHANGE AGENTS?
“In the end, management doesn’t
change culture. Management invites
the workforce itself to change the
culture.”
(Lou Gerstner)

33. Putting people first

34. Implement interventions
to create HP culture
CULTURE CHANGE MANAGEMENT MODEL
The Roadmap:
Analyse status quo
Identify the need for
culture change
Involve people to
plan a new culture
Communicate need
for change
Get managers to
walk the talk
Plan & communicate
strategy
Evaluate impact of
culture change
Re-alignment and improvement of
change interventions
High performance

35. PRACTICAL GUIDELINES
• Get leadership to understand the importance of a
people-driven culture
• Clear targets and measures for performance
• Build & mobilise a critical mass of change agents
• Plan to live the values – visible action
• Recruit and exit according to the new culture
• Reward positive behaviour - celebrate
• Involve people and talk about culture
• Communication and action is critical
• Do things differently – innovate and improve
• Act immediately on culture surveys
• Get management and staff to walk the talk

37. CONCLUSION
You can not achieve high performance
with a mediocre culture. If you want
excellence and sustainability in a fast
changing world, start living a people-
driven culture.

38. We set HR standards!
professional@sabpp.co.za or registrations@sabpp.co.za
(Professional Registration)
executiveoffice@sabpp.co.za (CEO office)
marius@sabpp.co.za (CEO & Strategy inputs)
xolani@sabpp.co.za (COO)
hrstandards@sabpp.co.za (HR Standards)
hraudit@sabpp.co.za (HR Audits)
lathasha@sabpp.co.za (Knowledge & Innovation)
naren@sabpp.co.za (Learning & Quality)
events@sabpp.co.za (Events & HR Standards files)
Website: www.sabpp.co.za Blog: hrtoday.me
Office: 8 Sherborne Str, Parktown South Africa
Tel: +27 11 045-5400 Fax: 011 482-4830