1. Social Business Simply Doing Business a Little Differently
Developing Cultural & Commercial Capacity
amongst Public Sector Employees
Keith Simmonds, Operations Manager
Geoff Stevenson, Enterprise Adviser
Social Firms Wales

2. Developing Cultural & Commercial Capacity Amongst Public Sector Employees
“Behaviour throughout the organisation is consistent with the organisations values”
Integrity is about the culture
“How people behave in organisations when no one is watching”
Bob Diamond - Ex CEO of Barclays Bank PLC

3. Cultural Development Framework
Organisational Development
Leadership
Integrity
Engaging Managers
Values

4. What type of Culture is needed?
Developing Cultural & Commercial Capacity Amongst Public Sector Employees
What type of Culture is needed?
Organisational Development
The main levers to achieve culture change are organisational development in combination with Leadership and Management Development
Leadership
Public service ethos remains key
Staff involvement underpins buy-in
The ‘what’ and the ‘how’ of communication is critical

5. Developing Cultural & Commercial Capacity Amongst Public Sector Employees
Integrity
Culture change is needed if service transformation is to
be realised
Organisational development and leadership development lie
at the heart of the change process
Establishing values is fundamental to success
Employee engagement is an essential framework for values-based culture change
Employers and employees need to build a ‘change’ mind-set

6. Developing Cultural & Commercial Capacity Amongst Public Sector Employees
Engaging Managers
Engaging leadership starts at the top
Values form the foundation of leadership development
All managers need leadership skills
You can’t manage what you can’t measure
HR’s role in developing wider organisational leadership
capability is critical
Voice
Employee voice is key to service transformation
Industrial relations with unions are realistic and open

7. Developing Cultural & Commercial Capacity Amongst Public Sector Employees
What do we mean by Commercial Capacity?
Ability to make a profit?
Ability to think entrepreneurially?
Making difficult decisions?
Exploiting external commercial opportunities
Working “on” rather than “in” the business
What it isn’t
We have always done it this way
Budget allocations have to be spent within current year
We are not sales people
Being process driven
Losing sight of our core values/priorities

8. Developing Cultural & Commercial Capacity Amongst Public Sector Employees
Developing Commercial Capacity
It must be a managed process which builds on the good, works with existing cultures, and doesn’t take a sledge-hammer to every existing practice
It’s important that in taking products and services to market that we only seek to trade where it meets our core priorities
Profit and revenue generation is only a means to an end: better outcomes for residents are key
Entrepreneurial activities become second nature as part of the way we do business. As central government funding reduces, this helps to offset the impact and continue services for local people

9. Developing Cultural & Commercial Capacity Amongst Public Sector Employees
The Business Case
Why?
Austerity Measures/Funding Cuts
Localism
General Efficiency Planning
Saving Jobs and Services
Legal Forms/ADM
Feasibility and Detailed Business Planning will dictate ADM and Legal Form
Challenges and Solutions
Over to you!!

10. Social Firms – More service for less £££s
Our specialist work
Social Firm
Development & growth
Transitioning services from local authority management to independent enterprises
Private Sector
Helping to develop socially beneficial supply chains
Supporting the Welsh Government & Local Government
Supporting policy
Supporting Social Firms development & growth
Supporting the development of viable public services
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Twitter: @SFWales
Social Firms – More service for less £££s