Auteur: codebru

Dr. Linda Sharkey, author and former VP of HR at GE, was able to leverage her experience with HSI assessments when she was tasked with designing a new leadership development program for GE Financial’s top 600 executives worldwide. Using Leadership/Impact^®, leaders at GE were able to see their values, the impact of their behaviors on people and the culture, and whether or not their leadership strategies were aligned with business results. The program, called a “best practice in leadership development” by former GE CEO Jack Welch, allowed for improved leadership performance across the organization.

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Catholic publishing company The Word Among Us (WAU) provides more than 500,000 readers throughout the world with daily meditations, devotionals, books, and other resources that encourage Catholics to connect more deeply with their faith and act in ways that mirror the values of the church. The organization itself, however, realized that it was not reaching its full potential and, in some ways, the management and staff at WAU weren’t living and breathing the organization’s own mission and values.

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In 2004, IBM was facing an increasingly competitive marketplace with higher customer expectations. At the same time, employee engagement and morale were declining. Using the Organizational Culture Inventory® (OCI®), IBM transformed the organization’s culture and experienced gains in productivity and significant cost reductions. As a result of the culture change, IBM’s Poughkeepsie, NY site was recognized by the Institute of Industrial Engineers (IIE) with a Lean Best Practices Award for effectively integrating culture and transformation techniques. This presentation outlines their successful change initiative.

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Dr. Linda Sharkey shares her experiences with and insights on quantifying culture and leadership. Working with executives at GE Crotonville, Sharkey has confirmed that employee engagement, the success of training initiatives, and effective strategy implementation largely depend on having the right type of leadership and culture in place. Using data collected with the validated Organizational Culture Inventory^®, Sharkey will present easy-to-digest, graphic illustrations to show how the invisible forces of culture truly impact performance. She highlights what you can do to get everyone moving in the right direction supporting your organization’s values, vision and mission.

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As the economy slowly makes its way back in recovery mode, and more employees are concerned with issues beyond job security, we are beginning to see a return to a focus on “employee engagement” as the critical overriding factor within organizations that drives performance. But is that really all there is to it? Should companies focus exclusively on employee engagement as the key indicator of success or failure within their organization? Is high employee engagement some sort of management panacea that cures all ills?

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Most high potentials are selected on the basis of their technical talent and the extent to which their behaviors exemplify and promote their organizations’ operating cultures—the norms and expectations that represent how things are actually done—which often are quite different than their organizations’ highly touted visions and values. As a result, organizations have become very good at promoting a high potential for more of the same. This article highlights what talent managers need to look for and develop in their high potentials (and the commonly made mistakes that they should avoid) to move their organizations toward realizing their visions and goals.

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Paula Caproni, Ph.D., Director of Executive Skills at the University of Michigan’s Ross Business School, helps guide MBA candidates through the transition from individual contributor to team leader with a high-intensity class entitled “Creating and Developing High-Performance Teams.” Offered only two or three times per year to groups of about 40 students, the class gives Dr. Caproni an exceptionally keen insight into the learning process experienced by the candidates.

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The Girl Scouts of the USA shape the lives of more than 2 million young women across the globe every year, making it the “world’s pre-eminent organization dedicated solely to girls.” But a recent lesser known organizational change initiative may put them at the forefront of the entire nonprofit world, providing a model for how such organizations can better understand and make a positive impact on their corporate cultures.

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Do we have what it takes to drive positive organizational change? OD practitioners frequently ask this question of themselves, and of the organizations they assist. The senior leaders at Advocate Health Partners (AHP), part of Advocate Health Care, came face to face with the challenge of driving a cultural transformation.

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The impact of culture on customer service is demonstrated by this case study, which focuses on the Production Engineering department of one of the world’s largest technological organizations. Specifically, it illustrates how the Organizational Culture Inventory^® (OCI^®) and Customer ServiceStyles™ (CSS) can be used to motivate, guide, and monitor change. It also demonstrates how the causal factors in the “How Culture Works” model can be used to change culture and the quality of customer service. Lastly, the study highlights some key issues that managers, consultants, and other change agents should consider when planning a culture or customer service assessment.

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The subject of this case study is a highly respected United States-based multi-national company in the non-food segment of the FMCG industry. This company had been operating in Korea for 30 years, starting as a small representative sales office but transitioning into a medium-sized stand-alone subsidiary via organic growth and acquisition. Following the departure of the local general manager soon after the Asian economic crisis in 1997, a succession of unsuccessful expatriate general managers had left the company in somewhat of a crisis – poor business results, low employee morale and almost non-existent processes driving up employee turnover. Starting in 2005 the company used Human Synergistics’ LSI 1 & 2 to support the recently appointed general manager assess his leadership behaviors and their impact on his employees.

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Culture change initiatives can lead to real financial returns. This presentation summarizes the results of a series of studies that demonstrate the strong relationship between constructive organizational cultures and financial performance. First we review cross-sectional studies confirming that constructive cultures are related to financial outcomes across organizations within the same industry. Then the results of longitudinal case studies show how organizational development programs have produced measurable cultural changes that, in turn, have led to improvements in bottom-line financial performance.

This paper was presented at the ASTD Expo in Orlando, Florida, on June 6, 2005.

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Yarra Valley Water is a shining example of how companies can become more efficient, provide better customer service and enable staff to enjoy their work and achieve a better work-life balance.

With 1.5 million customers in Melbourne’s northern and eastern suburbs and a turnover of $350m per annum, Yarra Valley Water is a busy state government owned company operating commercially under a board of directors.

Although the company was operating well, in 2001 management recognised the need to improve efficiency while maintaining high levels of customer satisfaction. To achieve this, they committed to a long-term broad culture change programme designed to deliver excellence in all areas of their business.

The change process was, and continues to be, driven by a strong knowledge that the underlying culture of a business determines its long-term performance.

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Dr. Fred Sanfilippo was appointed Dean of the College of Medicine and Public Health at Ohio State University and CEO of the OSU Medical Center. The medical center had a three-part mission revolving around research, education, and patient care. Related to this mission was the goal of dealing effectively with the financial challenges facing academic medical centers in the United States. The senior leadership recognized that the key to reaching this goal and succeeding in their mission was first and foremost investing in their people.

Over just a four-year period, the results were impressive. The culture moved from primarily Passive/Defensive (emphasizing Avoidance) to Aggressive/Defensive (high in Competitive norms) and strongly toward the Constructive styles.

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