Corporate Culture and Change Management

Transcription

1 Corporate Culture and Change Management October 22, Crowe Horwath LLP 1

2 LEARN NETWORK ADVANCE Welcome! Your membership signifies leadership in the community and your participation will further the CRA s mission to promote the practice and profession of Corporate Responsibility in service of good business. The CRA is your association and we encourage you to take full advantage of all member benefits. Vision: To promote the practice of sustainability and responsible organizational behavior as good for both society and driving organizational results. Mission: Promote the practice and profession of corporate responsibility in service of good business. Educate and engage leaders at all levels to use corporate responsibility to reduce risk, improve operational efficiency, save money, attract talent, and encourage innovation Crowe Horwath LLP 2

3 Value Proposition The four core values of the association are: Professional Development a place to go and learn, tools for benchmarking, defining a focus on the industry Networking the opportunity to meet others with similar issues and concerns Communication Channel the opportunity to tell your story and make the world aware of what s working in your organization Access Unique Member to Member exchange opportunities We are becoming a model for other organizations an association others will aspire to be Crowe Horwath LLP 3

4 Thought Leadership Councils Rankings & Ratings Professional Development Diversity & Inclusion Brand & Reputation Management Responsible Supply Chain 2014 Crowe Horwath LLP 4

5 Contact Allie Williams, IOM Executive Director Corporate Responsibility Association Contributing Writer CR Magazine SHAREDXPERTISE REDEFINING MEDIA Publishers of CR Magazine, HRO Today, and HRO Today Global Organizers of the COMMIT!Forum and HRO Today Forum Events Managers of the Corporate Responsibility Association and the HRO Today Services & Technology Association Connect with me Office Phone: Mobile: Fax: Crowe Horwath LLP 5

6 Observations It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. Charles Darwin The brutal fact is that about 70% of all change initiatives fail. Harvard Business Review 29% of change initiatives are launched without any formal structure whatsoever. Ken Blanchard Nine out of 10 respondents (87%) train their managers to manage change. However, less than one-fourth of all respondents (22%) report their training is effective. Towers Watson 2014 Crowe Horwath LLP 6

7 Agenda and Introductions Establishing the Vision Understanding Culture Assembling the Components of Change Managing Change Bruno Sarda Director of Sustainability Operations Dell Lisa Voeller Partner Management Consulting Crowe Horwath LLP Gregg Anderson Director Risk Consulting Crowe Horwath LLP 2014 Crowe Horwath LLP 7

8 Establishing the Vision Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organization in the wrong direction or nowhere at all. Kotter, J. (1995). Leading Change: Why Transformation Efforts Fail 2014 Crowe Horwath LLP 8

9 Polling Question #1 My organization s vision a. Is well understood and assists in driving change b. Is aspirational but does not help drive change c. Is not does understood or communicated d. Does not exist e. Unsure/Don t Know 2014 Crowe Horwath LLP 9

10 Communicating the Vision Inspiration Challenge Clarity Task-specific Inclusion From Fast Company Five Rules for Making Your Vision Stick 2014 Crowe Horwath LLP 10

11 Understanding Culture Fluid Being Particularistic Flexibility Cooperative Hierarchy Control Fixed Doing Universalistic vs Order Competitive Equality Constraint Source: TMC, a Berlitz Company 2014 Crowe Horwath LLP 11

12 Shook s Model of Cultural Change Change culture to change behavior What We Do Values and Attitudes Change behavior to change culture Culture It s easier to act your way to a new way of thinking than to think your way to a new way of acting. Millard Fuller, Founder of Habitat for Humanity 2014 Crowe Horwath LLP 12

13 Polling Question #2 My organization surveys our employees a. Consistently in order to identify culture shifts b. Regularly but does not provide insight into culture shifts c. Infrequently and only when there are specific issues d. Rarely or not at all e. Unsure/Don t Know 2014 Crowe Horwath LLP 13

14 Assembling the Components of Change Source: Knoster, T. (1991) Presentation in TASH Conference, Washington, DC Crowe Horwath LLP 14

15 Communicating via Story Implicit Evocative Emergent Sense Making vs Explicit Logical Controlled Sense Giving Source: Terrance Gargiulo, The Power of Stories 2014 Crowe Horwath LLP 15

16 Managing Change Year One Year Two Year Three Define Vision and Link to Strategy Assess Culture and Develop Roadmap Manage Roadmap Celebrate Early Wins Assess Culture Revise Roadmap Report Progress on Vision and Strategy Monitor Culture Reference: Chris Dawson, Leading Culture Change: What Every CEO Needs to Know 2014 Crowe Horwath LLP 16

17 Polling Question #3 My organization has a. Ongoing initiatives in place to change/enforce the culture b. Targeted initiatives to address specific culture issues c. Not addressed culture as part of change efforts d. Unsure/Don t Know 2014 Crowe Horwath LLP 17

18 Measuring Change Indicator Behavioral Shift Not Changing Change Leaders Sought out Criticized Results Evaluated Challenged Emphasis What can be improved What can be kept Decisions Based on current environment Based on historical success Change Promoters Supported Frustrated Turnover Tenured New hires Source: Dan S. Cohen - The Heart of Change Field Guide 2014 Crowe Horwath LLP 18

19 Resources Association of Change Management Professionals Organizational Change Practitioners on LinkedIn 2014 Crowe Horwath LLP 19

20 Thanks! Bruno Sarda Director of Sustainability Operations Dell Lisa Voeller Partner Management Consulting Crowe Horwath LLP Gregg Anderson Director Risk Consulting Crowe Horwath LLP 2014 Crowe Horwath LLP 20

21 CRA Webinar Series Register today! bit.ly/odl5or 2014 Crowe Horwath LLP 21