1. Culturetracker.com Cracking the cultural crust E is for……………

2. Key themes of this Masterclass The impact of social culture on organisational culture The implications for adaptability and Continuous Improvement Why engagement isn’t enough for the 21st Century How organisations should manage cultural change and CI in the future

3. Empowerment? E is for… Engagement? Empathy

4. Cracking the cultural crust - drilling through to cultural change Writing policies Defining procedures Following them Getting everyone else to follow them Getting everyone else to want to follow them Adapted from TQM in Action, Pike/Barnes 1994 Standards (ISO, IoP etc.) CI EMPATHY, INNOVATION AND CONTINUOUS IMPROVEMENT CULTURE ENGAGEMENT CULTURE CONTROL CULTURE Becoming a prevention-based, continuously improving organisation

5. Culture is identifiable at 3 levels:- Visible artefacts (e.g. structure, appearance, location) Values (e.g. public statements, sales literature, published accounts, policies) Basic assumptions about what is acceptable and unacceptable; i.e. habits (embedded behaviour or the way we do things around here) Edgar Schein’s Cultural model

6. Measuring culture vs. attitudes METHEM ATTITUDES oftoward championvictim CULTURE VIEWS ON VARIOUS ASPECTS OF THE ORGANISATION AND TYPICAL BEHAVIOURS

7. Continuous Improvement ……handling the jargon TQM Total Quality Management TQM Total Quality Management WCM World Class Manufacturing WCM World Class Manufacturing CWCI Company Wide Continuous Improvement CWCI Company Wide Continuous Improvement Lean Administration Lean Administration BPR Business Process Re-engineering BPR Business Process Re-engineering Six Sigma Kaizen Learning Organisation Empowerment Engagement

8. Total Quality Management is about... PEOPLE PROCESSES CUSTOMERS

9. PEOPLE PROCESSES CUSTOMERS C.I.

10. A twin-track approach FAST TRACK Annual programmes Cross-functional improvements Customer-outcome- driven Re-engineering processes Project management discipline Project based organisation structure SLOW TRACK Use 21 st C skillsets Continual process of small changes Based upon a collaborative value set Linked to organisational objectives Education and involvement, but.. Stop buying sheep dip

11. Best ‘lean’ tools for admin Design for Service (QFD) Benchmarking Six Thinking Hats Value-added analysis Business Process Analysis 5S SMED FMEA

12. Culturetracker.com Cracking the cultural crust E is for…empathy …….but how?

13. The Four A approach Assess the culture Act on Solutions Analyse the causes Audit results

14. Analyse - The three S diagnostic Structure Organisation Infrastructure Presentation Systems and processes Recruitment Communication Involvement Development Style Management style Customer empathy

15. Remove the barriers to empathy Complex grievance procedures Inefficient decision making systems Too many incredible no-men Too many rules - unwelcoming Customer criticism – ask why, not what Wrong L&D focus Engagement surveys

16. Recruit for empathy Advertising Orientation Filtering Questioning Testing Induction Introduction

17. Develop for empathy Creating customer experiences Opening up frontiers – welcome, not rules Spending time at the front end Encouraging social networking with customers In disagreements, asking how customers would view it Challenging staff – why are you here?

18. 10 easy ways to kill ideas in a control culture “I’ll come back to that” (don’t) Bring it back next time as your own Praise it to death squash it quick refer to a sub-committee “can you come back next time with...” nit-pick it to pieces mummy knows best the history lesson if all else fails just laugh

19. Turning Ideas into Action

20. Loads a bubbles….. Design ideas Customer needs Test Launch

21. Reinforcing the culture Focus on great public service Destroy silos Consistency Persistency Insistency Bubbles Nudges Rewards

22. Culturetracker.com