1. Removing the Barriers to Potential Presentation Title Here Presented to: Client Name Here 00 Month 2013

2. Some sad Facts about Downsizing Two-thirds of companies that downsize end up doing it again a year later Stock prices of the companies that downsized during the 1990s actually lagged the industry average a decade later Less than half of the companies achieved their cost-cutting goals and even fewer met operating objectives such as improved productivity Lost trust in the capability of senior management to lead the company 74 percent of senior management said that morale, trust and productivity suffered after downsizing Half of the 1468 companies indicated that productivity deteriorated after downsizing 75% of companies were found to be worse after downsizing than they were before 91% of the companies failed to achieve desired results in overall improvements

3. How can a Catastrophe be avoided? 9% of companies after down-sizing and re-engineering reported an Improvement in Effectiveness Implemented Extensive Organisational Culture / Engagement Programs to Work with the Survivors Downsizing (M&A et. al.) attempts which failed to implement a strong Organisational Culture resulted in Cynicism, Frustration, loss of trust and Deterioration in Moral among Employees

4. Positive Affects of a strong Organisational Culture Change Parameter4 years agoNow Employees50002500 Absenteeism20%2% Unresolved grievances20000 Total annual grievances50002 Strikes40 Cost in comparison to a key competitor 30% higherThe same ProductivityDoubled

5. Business Culture Pyramid Employee EngagementProductivity (Workplace) CultureManagement CultureOrganisational Culture Organisational Culture consists of FOUR cultural layers

6. Organisational Culture: Definition Organisational Culture is: the system of publicly and collectively accepted meanings operating for a given group at a given time. These meanings may include: particular values beliefs language Values, beliefs and language are limits within which everyone can be expected to behave Language Perception Behaviour Action Change

7. Management Culture Management Culture is the system of management and leadership practices, functions and methods performed by managers consistently in line with organisational culture values: Communication Planning Feedback Controls Policies and procedures Coaching, etc. Managers act as an intermediary for organisational culture values. Without the effective management culture employees always will be detached from the values of the organisation

8. Productivity Culture Productivity (workplace) Culture is a set of actions in the organisation directed at creating all necessary conditions for an employee to be effective et work: Work conditions (all resources required, tools, cleanness, light, food, etc.) Individual development conditions (opportunities to master new profession, training and learning opportunities, career growth) Support from managers (respects, management attitude, clear tasks, constant feedback, positive feedback, fair appraisal, etc.)

9. Employee Engagement 9 DRIVERS OF EMPLOYEE ENGAGEMENT

10. Impact of Culture on Employee Engagement and Performance 10

11. Strong Business Culture Business culture enhances performance only if the culture is "strong" and possesses distinctive "traits” which distinguish the organisation from other less productive or less profitable organisations. “Strong culture" is synonymous to having an effective organization with excellent management and high performing productivity (workplace) culture. A corporate culture can be considered strong if it meets two principles

12. Strong Business Culture: Two Principles Principle 1: In an organisation that is undergoing a successful change, the desired values of top management must be closer to the desired values of lower management and employees, as compared to an organisation that is undergoing an unsuccessful change Principle 2: In an organisation that is undergoing a successful phase, the evaluation of current application of the values in the organisation in the perception of both top management and lower management must be smaller, as compared to an organisation that is undergoing an unsuccessful phase.

13. Business Culture Development: STAGE 1 Map the current type of business culture (organisational values, management culture, productivity culture, employee engagement) Identify discrepancies in the business culture’s perceptions across the levels and various units Identify a presence of cultural congruence (differences in culture between various organisational units and levels of hierarchy as compliance with TWO CULTURAL PRINCIPLES

14. Business Culture Development: STAGE 1 Map the current culture profile: Productivity (Workplace) Culture

15. Business Culture Development: STAGE 1 Identify discrepancies : in regard to a manifestation of productive culture elements in the organisation and deviations in perception between managers and workers

16. Business Culture Development: STAGE 1 Identify discrepancies: Example of deviations in assessment of management culture between managers and workers.

17. Business Culture Development: STAGE 1 Identify management culture congruence among different units of the organisation

18. Business Culture Development: STAGE 2 The purpose of Developing the Business Culture Framework is to: Identify the business culture that employees think should be developed to match the current demands and challenges Develop a congruent vision of employees in regard to several cultural criteria that will support organisational changes to become more productive and efficient Facilitate change implementation

19. Business Culture Development: STAGE 2 Cultural Considerations that vary by Industry: Is the Workplace well structured or informal? Is work strictly governed by Procedures Do operations need to be coordinated across the Enterprise or can units function well independently? Or Rules and Policies well documented and adhered or do managers have autonomy? What are the long-term Goals of the Organisation? What is the definition for success in the Enterprise? Is Job Security an important factor in the industry or do Employees move freely between jobs?

20. Business Culture Development: STAGE 2 Identify the business culture that employees think should be developed to match the current demands and challenges Analyse the results of the mapping exercise in relation to the preferred culture profile Compare with the current culture profile Conduct the workshops to develop congruent cultural values across the organisation using the results of the analyses

21. Business Culture Development: STAGE 3 Develop the implementation plan of actions that will help cover the gap between the agreed congruent values and the current culture profile For each discrepancy between levels and units in organisational values, management culture, productivity culture and employee engagement specific actions are identified All actions must be visual and obvious Audit mechanisms for monitoring discrepancies are established.

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