Fostering a great company culture is all the rage, and for good reason – creating a culture where people and the business thrive is what separates the exceptional from the ordinary. Exceptional organizations have cultures that truly unleash the full potential of its people. Employees are inspired, motivated and energized, which has tremendous impact on results. But how does a company quickly transform its culture from ordinary to exceptional? For your culture evolution (or revolution!) to succeed, there are several elements that need to be thoughtfully connected to be truly meaningful. In this webinar, you'll learn about the five fundamental truths to driving culture change.
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Driving Culture Change: The Five Truths
1. Proprietary and Confidential. Not for reproduction or distribution without prior written consent.
DRIVING CULTURE
CHANGE:
THE FIVE TRUTHS
Proprietary and Confidential. Not for reproduction or distribution without prior written consent.
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Operating as
Omnicom Group’s
global Change
Consultancy
20
YEARS
Percentage of core
Daggerwing clients
in the Fortune 500
70%
FORTUNE 500
Breadth of countries
where Daggerwing has
worked with clients
over the past 2 years
35
COUNTRIES
*2019 ALM Intelligence Vanguard report
*
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What we’ll cover today…
1
2
3
Our POV on
culture
The five
fundamental
truths
Rapid fire
red flags
4
Questions
6. 66
What is
‘culture’?
Culture is the ‘silent’ set of values,
expectations and habits that we share
as an organization. It’s embodied in the
behaviors we exhibit and the way we
treat each other every day at work.
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Executing culture change: what we know to be true
1 Keep it simple
2 Put leaders at the helm
3 Create a movement and make it human
Make it about changing behaviors
5 Integrate and embed
4
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Point everyone to a true north
Focus on the 3-5 most important
things
Make it authentically yours
Amplify one consistent story
What we’ve learned…
KEEP IT
SIMPLE –
FOCUS IS
KEY
1
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PUT
LEADERS
AT THE
HELM
2
Make leaders part of the conversation
early
Leaders need to be inspired and feel
like they “own the culture change”
Telling stories that showcase what good
looks like goes a long way
Make sure leaders have the skills and
tools they need to execute
What we’ve learned…
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Spark a grassroots program to create
energy
Create opportunities for employees
to be “part of the story”
Pull through a consistent visual brand
for the movement
MAKE IT FUN!
What we’ve learned…
CREATE A
MOVEMENT
AND MAKE
IT HUMAN
3
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New behaviors are what bring about
change
Identify and destroy barriers that
prevent change
Focus on a few behaviors that are
most important
Proof points are key
What we’ve learned…
MAKE IT
ABOUT
CHANGING
BEHAVIORS
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A standalone campaign does not help
build habits or ways of working
Embed in people and business
processes
What gets measured gets done
Showcase and reward what good
looks like
What we’ve learned…
INTEGRATE
AND
EMBED
5
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In practice…
29
1
Today we will focus
on STRUCTURE
AND ROLE
DESIGN,
which plays a key
role in our new ways
of working as a pod
1
LEADERSHIP
BEHAVIORS
PURPOSE /
IDENTITY
TALENT
SYSTEMS &
CAPABILITIES
PLANNING AND
ALIGNMENT
GOVERNANCE /
DECISION
MAKING
TEAM
ROUTINES /
BEHAVIORS
TODAY’S FOCUS
STRUCTURE AND
ROLE DESIGN
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RED FLAGS:
Bad behaviors get overlooked for business reasons
Leaders do not drive the values through examples and conversations
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RED FLAGS:
Bad behaviors get overlooked for business reasons
Leaders do not drive the values through examples and conversations
Business and people processes are not aligned with cultural values
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RED FLAGS:
Bad behaviors get overlooked for business reasons
Leaders do not drive the values through examples and conversations
Business and people processes are not aligned with cultural values
Lack of feeling of ownership and empowerment among employees
35. 3535
RED FLAGS:
Bad behaviors get overlooked for business reasons
Leaders do not drive the values through examples and conversations
Business and people processes are not aligned with cultural values
Lack of feeling of ownership and empowerment among employees
People are not enabled or encouraged to build a new understanding or skills
36. 3636
RED FLAGS:
Bad behaviors get overlooked for business reasons
Leaders do not drive the values through examples and conversations
Business and people processes are not aligned with cultural values
Lack of feeling of ownership and empowerment among employees
People are not enabled or encouraged to build a new understanding or skills
No one is really listening and empathizing with people’s concerns
37. 37
In summary
1 Keep it simple
2 Put leaders at the helm
3 Create a movement and make it human
Make it about changing behaviors
5 Integrate and embed
4