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CULTURE DRIVERS

CULTURE DRIVERS. These slides are useful to help a management team think through their responsibility for culture, the way in which culture change needs to be comprehensively coherent, and the role of vision in achieving that. The slides have notes to help in their correct interpretation.

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CULTURE DRIVERS

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  1. CULTURE DRIVERS • These slides are useful to help a management team think through their responsibility for culture, the way in which culture change needs to be comprehensively coherent, and the role of vision in achieving that. • The slides have notes to help in their correct interpretation. • Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of this website, you know how each slide builds, and you are clear on the points you wish to make with them.

  2. Board:Mgt:Project: ArchitectTrackTrainEngineerMineCanary DesignerBusinessProject Board???: Definition & Promotion Design & Installation Sustenance & Dev’t Board???: ExhortationArbitration & ??? Performance Culture and Mindset: Can-do Why not? What else? Can I help? Systemic Creative Objective Inspired Non-parochial Ambitious Push Contrive Manipulate Other Growth Cross-Functional Teamwork: Innovative thinking Commitment to deliver Breaking down Barriers Working well together Project Growth Who takes systematic responsibility for culture?And how? Project Management: Providing the Plan Monitoring Progress Facilitating success

  3. Developing the Culture and Mindset Are there really two parallel tracks that we are in danger of confusing into one? Board Perform-ance Culture Project Management: £???M Harnessing the Culture & Mindset

  4. Culture: Mutually reinforcing (& therefore stable) sets of values? • Resourcing • Faith in … • Suppliers • Objectives • Executive • Metrics • Culture • For maximum economy • Products & Performance • Largely contractual • Define the desired end • Control and broker resource • Results - largely financial • Low risk(stifling) • For tomorrow (incremental) • People & processes • Shared risk alliances • Means to drive performance • Configure the processes • Process lead- indicators • Relationships(conforming) • For the vision(radical) • Potential & Possibilities • Vulnerable relationships • Means to drive potential • Engineer the culture • Management attitudes • High energy(stressful) • Descriptions are for illustration only

  5. Is the £???M Vision big enough to shatter current paradigms? • £???M • Resourcing • Faith in … • Suppliers • Objectives • Executive • Metrics • Culture • For maximum economy • Products & Performance • Largely contractual • Define the desired end • Control and broker resource • Results - largely financial • Low risk(stifling) • For tomorrow (incremental) • People & processes • Shared risk alliances • Means to drive performance • Configure the processes • Process lead- indicators • Relationships(conforming) • For the vision(radical) • Potential & Possibilities • Vulnerable relationships • Means to drive potential • Engineer the culture • Management attitudes • High energy(stressful) • £?M (10%) £??M (30%) £????M (200%) • or is it still constrained by the invisible shackles of “The way we work”?

  6. Is the £???M Objective big enough to shatter current paradigms? • For tomorrow (incremental) • People & processes • Shared risk alliances • Means to drive performance • Configure the processes • Process lead- indicators • Relationships(conforming) • For the vision(radical) • Potential & Possibilities • Vulnerable relationships • Means to drive potential • Engineer the culture • Management attitudes • High energy(stressful) • How would we think differently if we had to deliver £????M in 3 years? • Impossible? • Would all our competitors think so too? And if not, what do they have that we don’t? • (Apart from a performance mentality that is…) • How much different will £???M look from a vantage point that seriously considers £??Bn?

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