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Holistic Interventions in Corporate Excellence: The Human Equation

Unlock the potential of your organization with holistic interventions focusing on mindset, cultures, and values. Discover the key domains and interventions that touch lives and transform organizations. Learn how to align hardware, software, and heartware elements for lasting success. Explore the typology of change journeys and culture building processes to achieve desired states. Embrace the power of values and culture change to drive strategic success. Join us in shaping a culture of service excellence for long-term prosperity.

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Holistic Interventions in Corporate Excellence: The Human Equation

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  1. Service in Corporate Excellence: The Human Equation Tan Tat Jin www.capelleconsulting.com our Facebook:www.facebook.com/CapelleConsulting http://blog.capelleconsulting.com/about/

  2. Service in Corporate Excellence: The Human Equation Theme: Mindset, Cultures and Values www.capelleconsulting.com our Facebook:www.facebook.com/CapelleConsulting http://blog.capelleconsulting.com/about/

  3. Session process • Presentation • Dr Poh’s sharing of personal experience • Group sharing • Panel Q and A

  4. Built to last Holistic Interventions

  5. Touch Lives, Transform Organizations 3 Key Intervention Domains 5

  6. Holistic Interventions Hardware & Assets Software　 Heartware　

  7. Hardware & Assets • Buildings: what & where? • Machines • Materials • Finances • Intellectual properties • People (headcounts)

  8. Software • Operation or business models • Systems & work processes • Organizational structure • Methods • Policies

  9. Heartware • Commitment • Practices • Values/ Mindset • Social norms • Loyalty/ Stickability

  10. Holistic Interventions While interventions take place almost concurrently, hardware, software and heartware progress at different speed! Hardware Software “Heartware” takes a longer time to change Heartware Time

  11. Culture Finance Technology Organization Capability STRATEGY Competence Condition Brand & intangible assets Building Organization CapabilityHuman Equation Desired State Current State

  12. Typology of change journeys

  13. Typology of change journeys 背水而战 (To battle with back against the water)

  14. Typology of change journeys

  15. Typology of change journeys

  16. Typology of change journeys Negative Energies Fearful; Anxious, Pessimistic… Decision-making Take risks; Fast; Chop and Change Time horizon Short-term “We have no choice!” Rally cries

  17. Typology of change journeys Business as usual; No sense of urgency, Fatalistic Negative Energies Decision-making Take some risks; Incremental changes Time horizon Medium term “Beat our enemies and be the #1 or top 4!” Rally cries

  18. Typology of change journeys Complacent; Indifferent; “It ain’t broke, don’t fix it” Negative Energies Take low risks and protective actions; Planned change Decision-making Time horizon Long-term “No complacency – need to forge ahead!” Rally cries

  19. What is culture? Shared set of beliefs, values, attitudes,andpracticesthat characterizes an institution, organization or group

  20. Elements of Culture Service excellence is a strategic driver for the Company’s long-term success Basic Assumptions

  21. Elements of Culture SIA goes to great lengths Core Values Customer first: Our customers are foremost in our minds all the time. We go the extra mile to exceed their expectations Basic Assumptions

  22. Elements of Culture SIA Girl image Artifacts, Structures & Symbols Recruit quality staff, provide rigorous service training and pay well Norms, Policies & Practices Customer First Core Values Service excellence is a strategic driver for the Company’s long-term success Basic Assumptions

  23. Values are like roots – central to culture Artifacts, Structures & Symbols Norms, Policies & Practices Core Values Basic Assumptions

  24. Culture Change Fragmented (Thin) Integrated (Thick) Sub-cultures are valued: Superficial efforts are made to common up values, norms and practices Gaps exist between Espoused values and values-in-use One-culture is valued: Genuine efforts are made to common up values, norms and practices Consistent Espoused values and values-in-use

  25. Culture Building Journey Desired State Change Initiative Journey Current State

  26. Culture Building Journey Lifestyle: Adopt Level 3 Adoption Level Living Out: Apply Level 2 Learning: Aware Level 1 Time Time

  27. Culture Building Journey Lifestyle: Adopt Mindset • Imperatives • Intention • Implications Level 3 Adoption Level Living Out: Apply Level 2 Learning: Aware Level 1 Time Time

  28. Culture Building Journey Lifestyle: Adopt Skillset • Tools • Processes • Implementation Level 3 Adoption Level Living Out: Apply Level 2 Learning: Aware Level 1 Time Time

  29. Culture Building Journey Lifestyle: Adopt Valueset • Review • Institutionalization • Re-examination Level 3 Adoption Level Living Out: Apply Level 2 Learning: Aware Level 1 Time Time

  30. Culture Change Conditioning • Outcome: Quick results • Method: Reward and punishment Desired values Current values Inculcation • Outcome: Lasting results • Method: Participation and involvement

  31. Simon Sinek: How great leaders inspire action http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html Lifestyle: Adopt Mindset • Imperatives • Intention • Implications Level 3 Adoption Level Living Out: Apply Level 2 Learning: Aware Level 1 Time Time

  32. Simon Sinek: How great leaders inspire action http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html Golden Circle

  33. Simon Sinek: How great leaders inspire action http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html • Why? • How? • What? Inside Out Communication Outside In Communication

  34. Leaders Inspiring Action - illustration • Kemmons Wilson, Memphis Tennessee was inspired to build his own motel . • Disappointed by poor quality and inconsistent roadside accommodations during a family road trip to Washington, D.C. • First Holiday Inn, 1941. Summer Avenue in Memphis, the main highway to Nashville • Why? • How? • What? Inside Out Communication Outside In Communication

  35. Leaders Inspiring Action - illustration

  36. Leaders Inspiring Action - illustration

  37. Leaders Inspiring Action - illustration Theory X Theory Y

  38. Dr Poh Poc Huck Current: Manufacturing Director, Shell • Dr. • Dis… • Div…

  39. Huck’s insights…

  40. Share an insight…

  41. Panel

  42. http://www.facebook.com/CapelleConsulting http://blog.capelleconsulting.com/about/ • Lots of learning contents to benefit: “bite size” or more on our Blog • Post your learning and experiences, comments or questions • Please indicate “Like” on the main FB page • Inform your colleagues, staff and friends • So, find us and “like” us on FB!

  43. Thank You! Capelle Consulting Tel: 6-325-4982 Fax: 6-224-0723 www.capelleconsulting.com our Facebook:www.facebook.com/CapelleConsulting http://blog.capelleconsulting.com/about/

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