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KOC Corporate Culture Update 30 May, 2011

KOC Corporate Culture Update 30 May, 2011. Project Purpose: Enhance the level of commitment at KOC in order to successfully achieve the 2030 strategy. Vision: “…unlocking the potential that exists within our people…”

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KOC Corporate Culture Update 30 May, 2011

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  1. KOC Corporate Culture Update 30 May, 2011 Project Purpose: Enhance the level of commitment at KOC in order to successfully achieve the 2030 strategy. Vision: “…unlocking the potential that exists within our people…” Values: “…OPEN” (Openness, People, Empowerment, Networking) change vision. www.gridinternational.com

  2. KOC Corporate Culture Update More Than 750 People & More than 115 Teams from E&PD, P&G, SEK, and NK KOC Desired Future Culture • Impact: • Focus is on “what is best” for people & the organization • Unlocking potential, and synergy is common • Shared participation in problem-solving and decisions stimulate active involvement and a strong sense of personal accountability & commitment • Open communication stimulates creativity and innovation • Increased efficiency, productivity & bottom-line • People support personal and organization excellence • Problems are addressed and resolved with full support of those involved • Characteristics: • Openness, honesty, trust and respect • Candor which removes hidden agendas, politics, power plays • Conflict resolution which increases motivation • Consensus Decision Making that enhances commitment • Focus is on “what is right” not “who is right” • Synergy • Power is managed effectively www.gridinternational.com

  3. KOC Corporate Culture Update Culture Audit Results Paternalistic Culture High (but conditional) level of concern for people and results Productivity is expected. Loyalty and compliance are rewarded. Balance & Compromise medium level of concern for people and results Production demands are balanced with employee needs and trends. www.gridinternational.com

  4. KOC Corporate Culture Update More Than 750 People & More than 115 Teams from E&PD, P&G, SEK, and NK KOC Actual Culture • Characteristics: • Clear direction from the people on top • Concern for people • Some people express sense of pride in working for KOC • Some evidence of commitment • People learn to do what they are told • One way feedback • Little expression of new ideas • Loyalty is expected and rewarded • Stability is valued over rocking the boat • Compromise is used to achieve results and move ahead • Communication is carefully delivered rather than being direct & open • Impact: • Compliance to that direction • Sense of security • Identification with the company • Occasional outperformance • Short term efficiency, passenger’s mode, lack of initiative • Limited learning • Little initiative • Frustration, resentment, loss of synergy • A resistance to thinking outside the box • Fear of ‘getting it wrong’ • Low buy in • Low trust www.gridinternational.com

  5. KOC Corporate Culture Update More Than 750 People & More than 115 Teams from E&PD, P&G, SEK, and NK Consensus on KOC Actual Culture • Characteristics: • “Who is right’ is more important than “what is right” • Leaders encouraged to promote their personal experiences and behaviors as the ideal model • Reluctance to “challenge up” • “We can’t challenge our manager” • Leaders pressured to carry the burden of results while avoiding situations where they might appear less-than-perfect • People follow history, precedents and past practices • “What is possible” is lost in the pursuit of “what is acceptable.” • “We don’t participate in decision-making” • Impact: • Politics and infighting • Self delusion, cloning, loss of creativity and initiative • Leaders don’t get the information they need, frustration, miss of ideas and innovation • Creates followers, succession gap • Loss of real engagement and opportunity to build trust • Looking backwards not forward, risk avoided, people playing safe • Second best outcomes, missing opportunities • Poor quality and poor commitment www.gridinternational.com

  6. KOC Corporate Culture Update Conclusions and Recommendations The culture audit clearly highlights a Paternalistic & Status Quo culture. It is not that the existing culture does not generate results. However, in order to fulfill its 2030 strategy, a synergistic culture must be established (4+3)= 13. A common language has become the foundation of the new culture among the directorates (E&PD, P&G, SEK, NK) Monthly follow-up meetings with teams to ensure implementation of improvement steps & change strategies as defined and agreed on Teams with intra-departmental barriers attend Phase 3 (for enhanced co-ordination & efficiency) The initiative is repeated across (WK, Admin & Finance, ). This creates alignment and therefore added momentum to the 2030 strategy Build awareness of the impact of a healthy culture through intranet and or awareness workshops through the steering committee. www.gridinternational.com

  7. KOC Corporate Culture Update Leadership Committee Role • Include the new values as part of the KPIs in the BSC • Values are systematically incorporated in all KOC systems, e.g. induction programs, performance appraisals, and reward systems • Incorporate the values in all communication formal and informal, e.g. monthly news letter, Energy etc. • Make culture a specific aspect and central to the 2030 strategy • Ensure a bi-annual update report is published • Guarantee continuity during transition with a handover of the initiative www.gridinternational.com

  8. KOC Corporate Culture Update Why Culture Development is so Vital for Achieving the 2030 Strategy A healthy culture is the only means of unlocking the full potential of KOC staff. As KOC culture becomes open and transparent the daily frustrations, politics, hidden agendas, differences & disagreements are resolved and removed. This creates the synergy needed for releasing full potential. A healthy environment provides for a solid foundation in which KOC employees can fully grow and develop to achieve the company’s mission together. www.gridinternational.com

  9. KOC Corporate Culture Update Vice Chairman Mohammad Husain Quote after his second Grid meeting with his top team: “I feel proud because we have planted a seed at KOC which is the new language of openness, critique and feedback. We may not be there in a few months or a few years from now, but I believe this is going to be the new culture at KOC. I am confident that this will be the culture of future generation at KOC even 20yrs from now. I am sure now more than ever, that it will be very difficult to achieve the 2030 strategy without the culture of openness, candor, feedback, conflict resolution, and consensus decision making.” www.gridinternational.com

  10. www.gridinternational.com www.gridinternational.com

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