denison consulting welcomes you to: insert subname of workshop insert name of workshop 1
TRANSCRIPT
Denison Consulting Welcomes You To:
INSERT SUBNAME OF WORKSHOP
INSERT NAME OF WORKSHOP
1
WELCOME!
You Facilitators
Bryan AdkinsCEO of Denison Consulting
Dan DenisonChairman and Founder of Denison Consulting
Agenda
What is Denison
How to Work with Denison
How to Sell and interface with product
Tools and Resources
Ongoing Support
CE, Denison Contact (Nadine)
Ongoing webinar Training Series
4
About Denison Consulting
Denison Consulting LLC
Established in 1998 by Dan Denison & William Neale
Over 5,000 clients globally
Solutions deployed in over 40 languages in 50 countries to over 5 million respondents
Our current largest client uses 34 languages in 34 countries for 100,000 participants annually
Models are based on over 25 years of research on culture, leadership, and performance
Global Partner Network
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Canada
US, Ann Arbor
Mexico
Peru
GhanaIndonesia
Australia
New Zealand
Chile
Scotland
UKUS, San Diego
Sweden
JapanTurkey
China
France, Belgium, Luxembourg,The Netherlands
Malaysia
ThailandUAE
Colombia
Greece
All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
Our Clients
Why Denison Research-based model linking culture to
performance
Business focus and language
Global reach
Technology and ease of use
Align culture and leadership
Denison Support structure
Case studies, research notes, workshops, eWorkshops, webinars, best practices…
Global Consulting Network
Denison Solutions
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Building a High
Performance
Business Culture
Turnaround &
Transformation
Leadership
Transitions
Leadership
Development
Mergers &
Acquisitions
StrategicAlignment
Global Consulting Network
Over 200 members across the world
Range from consulting firms to individual independent consultants
Some partner with Denison for deeper ongoing collaboration
All have access to extensive Denison content and tools on our Consultant Essential Site
Currently initiating special training webinars on working with Denison
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Developing a High Performance Culture
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Why Culture Matters
“The bottom line for leaders is if they do not become conscious of the cultures in which they are embedded, those cultures will manage them. Cultural understanding is desirable for all of us, but it is essential to leaders if they are to lead.”
Edgar Schein, Ph.D., Former Professor at MIT and recognized
authority in the field of Organizational Culture and Leadership
14
“I came to see in my time at IBM, that culture isn’t just one aspect of the game – it IS the game. In the end, an organization is no more than the collective capacity of its people to create value. Vision, strategy, marketing, financial management – any management system, in fact – can set you on the right path and can carry you for a while. But no enterprise – whether in business, government, education, health care, or any area of human endeavor – will succeed over the long haul if those elements aren’t part of its DNA.”
15All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
Lou GerstnerWho Says Elephants Can’t Dance?
“It’s about culture. I could leave our strategy on an airplane seat and have a competitor read it and it would not make any difference.”
John Stumpf, CEO, Wells Fargo Bank
16All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
17
“If everything is under control ... you’re not going fast enough”! Mario Andretti
“Any competitor can duplicate our putting satellite TV’s in every seat, any competitor can duplicate our larger overhead bin space, any competitor can duplicate our extra leg room, any competitor can duplicate our roomier leather seats, but NO competitor can duplicate the culture and leadership we’ve created that delivers the JetBlue experience to our customers.”
18All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
David Neeleman, CEO, JetBlue Airways
What is Corporate Culture?
19
“The way we do things around here”
“Lessons learned that are important to pass on to the next generation”
“Software of the mind” that organized the behavior of people
“What we do when no one is looking”
Culture
Mindset is the Foundation
20
Norms, Behaviorsand Artifacts. Visible, tangible.
Personal Valuesand Attitudes.Less visible, but can be talked about.
Cultural Values and Assumptions.Usually not visible at all, often held subconsciously, rarely (if ever) questioned in everyday life.
Culture Reflects Lessons Learned Over Time
21
Image by R.A. Clevenger
Lessons SurvivalCulture
Underlying Principles
Visible Symbols
Products
Core Products
23
Culture Change Solutions
Culture Survey (60 items) Custom Content Modules Customizable Change Monitor pulse
survey
Leadership Development
Solutions
Leadership Survey Change Monitor
The DOCS Content Modules
24
Trust
Short instruments that may be added to the DOCS
Brief (5-7 items), reliable, and valid measures
Benchmarked against a database of organizations
Data reported in means and percentiles
Strengthens the value of information from the DOCS
Engagement
Commitment
Innovation
Snapshopt
25
The Denison Culture
Model
What Counts…
Building human capability, ownership, and responsibility
“Are our people aligned and engaged?”
Adaptability Pattern, Trends, & Market
MissionDirection, Purpose,
& Blueprint
Defining a meaningful long-term direction
for the Company
“Do we know where we are going?”
Translating the demands of the business environment into action
“Are we listeningto the marketplace?”
InvolvementCommitment, Ownership, & Responsibility
ConsistencySystems,
Structures, & Processes
Defining the values& systems that are the
basis of a strong culture
“Does our system create leverage?”
27
MISSION
Creating Shared Vision: creating a clear and compelling vision of a future state
Defining Strategic Direction & Intent: understanding, developing and executing strategy
Defining Goals & Objectives: setting clear goals and tracking progress against those goals
28
INVOLVEMENT
Developing Organizational Capability:developing employees to meet current and future organizational needs Building Team Orientation:developing successful, effective teams Empowering People:sharing information and communicating so that employees have the information they need to make informed decisions – the ability to make a difference
29
ADAPTABILITY
Creating Change:encouraging change and continuous improvement
Emphasizing Customer Focus:understanding customer needs - developing responsive, effective working relationships with customersPromoting Organizational Learning:seeing continuous learning and innovation as critical to adapting and leading in a dynamic environment
30
CONSISTENCY
Managing Coordination & Integration:building effective working relationships with a range of colleagues & stakeholders across the organization Working to Reach Agreement:engaging in effective problem solving and decision making
Defining Core Values: aligning the behavior of self and others in accordance with the Core Values 31
What Counts…
Building human capability, ownership, and responsibility
“Are our people aligned and engaged?”
Adaptability Pattern, Trends, & Market
MissionDirection, Purpose,
& Blueprint
Defining a meaningful long-term direction
for the Company
“Do we know where we are going?”
Translating the demands of the business environment into action
“Are we listeningto the marketplace?”
InvolvementCommitment, Ownership, & Responsibility
ConsistencySystems,
Structures, & Processes
Defining the values& systems that are the
basis of a strong culture
“Does our system create leverage?”
32
What Counts…
Building human capability, ownership, and responsibility
“Are our people aligned and engaged?”
MissionDirection, Purpose,
& Blueprint
Defining a meaningful long-term direction
for the Company
“Do we know where we are going?”
InvolvementCommitment, Ownership, & Responsibility
ConsistencySystems,
Structures, & Processes
Defining the values& systems that are the
basis of a strong culture
“Does our system create leverage?”
33
What Counts…
Adaptability Pattern, Trends, & Market
MissionDirection, Purpose,
& Blueprint
Defining a meaningful long-term direction
for the Company
“Do we know where we are going?”
Translating the demands of the business environment into action
“Are we listeningto the marketplace?”
ConsistencySystems,
Structures, & Processes
Defining the values& systems that are the
basis of a strong culture
“Does our system create leverage?”
34
What Counts…
Building human capability, ownership, and responsibility
“Are our people aligned and engaged?”
Adaptability Pattern, Trends, & Market
MissionDirection, Purpose,
& Blueprint
Defining a meaningful long-term direction
for the Company
“Do we know where we are going?”
Translating the demands of the business environment into action
“Are we listeningto the marketplace?”
InvolvementCommitment, Ownership, & Responsibility
35
What Counts…
Adaptability Pattern, Trends, & Market
MissionDirection, Purpose,
& Blueprint
Defining a meaningful long-term direction
for the Company
“Do we know where we are going?”
Translating the demands of the business environment into action
“Are we listeningto the marketplace?”
ConsistencySystems,
Structures, & Processes
Defining the values& systems that are the
basis of a strong culture
“Does our system create leverage?”
36
Denison Model: Dynamics Tensions
37
FlexibleAdaptability +
Involvement
A flexible organization has the capability to
change in response to the
environment.
StableMission + Consistency
A stable orientation contributes to an organization’s capability to remain focused and predictable over time.
Denison Model: Dynamics Tensions
38
External FocusAdaptability + Mission
The organization’s focus is on adapting and changing in
response to the external environment
Internal Focus Involvement +
Consistency
The organization’s focus is on the dynamics of the internal
integration of systems, structures, & processes
Denison Model: Dynamics Tensions
39
Stimulate Progress; Preserve the Core
Adaptability+ Consistency
Balance dual challenges of external adaptation and
internal integration
Top-Down; Bottom-Up:
Mission + Involvement
Linking purpose, direction & goals to a shared sense of responsibility, ownership,
and commitment by employees
The Link to Performance Summary
40
The Link to Performance
Linking Organizational Culture to the Bottom Line Performance
The Link to Performance
42
· ProfitabilityROI, ROS, ROE
· Creativity· Customer
Satisfaction
· Quality· Employee Satisfaction
· Innovation· Sales Growth· Market Share
Impact on Financial Performance
43
The higher the culture scores, the greater profitability, sales growth, & market value (based on a study of 102 firms; 1996-2004)
Top 25%Bottom 25%
Return-on-Assets
Sales Growth
Market-to-Book Ratio
4.5%
.1%
3.5
6.3%
15.1%
4.4
Satisfying Your Customers
44
Study of Automotive Service Centers in the USA Total of 338 dealerships and over 12,000 employees Compares organizational culture & customer satisfaction
Below 50% Highly Satisfied Above 80% Highly Satisfied
Difference Between High and Low Satisfaction Customers
45
Culture and Innovation
46
Market Value Attributed to Future Growth
26%
Market Value Attributed to Future Growth
65%
Culture and Innovation
47From a sample of 350 client organizations
New Product Development 22nd Percentile
New Product Development69th Percentile
Impact of Human Capital on Growth
Top 25%Bottom 25%
Sales Growth .1% Sales Growth 15%48All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
Modules
The DOCS Content Modules
50
Trust
Short instruments that may be added to the DOCS
Brief (5-7 items), reliable, and valid measures
Benchmarked against a database of organizations
Data reported in means and percentiles
Strengthens the value of information from the DOCS
Engagement
Commitment
Innovation
DOCS–Modules Link: Overview
OverlapThe DOCS provides some
information about the topics covered in the content modules
The DOCS Assesses a high
performance business culture
Identifies cultural strengths/weaknesses as they apply to organizational performance
Results are presented using the DOCS benchmark database
Content modules Supplement
information provided by the DOCS with more targeted questions
Potential outcomes to a positive organizational culture
Results are presented using each module benchmark database
51
My work drives me to go the extra mile.
Employee Engagement: Dimensions
Discretionary Effort
I am enthusiastic about working for this organization.
I am proud to work for this organization.
I am passionate about my work.
My work energizes me.
ExcitementEnthusiasm
Pride
InterestPassion
InspiredEnergized
Employee engagement: A heightened positive, emotional state in relation to one’s work or organization.
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3
1
2
3
With a high level of empowerment, employees tend to be more engaged as they can make decisions and have input.
People are more likely to be engaged when they have autonomy and capability development opportunities.
A clear set of core values promotes engagement by providing clarity and guidance around behaviors and practices.
A shared vision can increase the level of engagement by creating excitement and motivation and direction.
Employee Engagement–DOCS:Top predictors of Employee Engagement
1
3
2
3
53
People are encouraged to be creative.
Organizational Innovation: Dimensions
Creativity
We are able to implement new ideas. New ideas are continually evaluated and improved
upon.
Implementation
Support for developing new ideas is readily available. Innovation is a large part of our business activities.
Organizational Support & The Role of Innovation
Organizational Innovation: The successful implementation of creative ideas.
54
Innovative organizations encourage employees to take educated risks and learn from failures as well as successes.
Vision guides innovation by providing a clear direction & a roadmap for translating ideas into reality
Empowerment fosters creativity by building ownership and responsibility and encouraging information sharing.
Flexibility and the ability to respond well to the external environment enable organizations to create change & innovate.
2 3
1
4
Organizational Innovation–DOCS:Top predictors of Organizational Innovation
1
3
4
2
55
Organizational Trust: Dimensions
In this organization, decisions are made with employees’ best interests in mind.
People in this organization have good motives and intentions.
Benevolence Compassion
This organization conducts business with integrity. The people who work here are honest. There are very few secrets in this organization.
IntegrityHonesty
Openness
Employees consider this organization to be trustworthy.
Overall Trust
Organizational Trust: A belief that co-workers have positive motives and intentions - that one’s best interests are considered and that others can be relied upon.
56
Organizational Trust–DOCS:
Agreement is key to trust, as it helps people work together to reach consensus and find win-win solutions.
Trust is strongly related with team orientation; relationship building and teamwork helps build trust.
Trust level is high when there is internal capability development opportunities, as competence is a key component of trust
Empowerment : Trust is high when information is widely shared and people are involved in business planning.
1
2
34
Top Predictors of Organizational Trust
1
3
4
2
57
Employee Commitment: Dimensions
I am highly committed to this organization. I would recommend working for this organization to
others.
I feel a strong personal connection to this organization.
Affective Commitment
It would be difficult for me to leave this organization. I continue to work here more out of choice than
necessity.
Continuance Commitment
I rarely think about looking for a job with another organization.
Turnover Intention
Employee commitment: (a) employees’ personal attachment to the organization, and (b) their need and/or desire to remain with the organization.
58
Employee Commitment–DOCS:
Agreement – the ability to surface and resolve important problems and issues that arise – resulting in shared commitment to action
Core values - enhance commitment based on a shared sense of what is important to the organization - what it values
Creating change – employee commitment is enhanced when organizations and leaders are committed to continuous improvement
Empowerment - employees believe they can have an impact – increasing their personal commitment
1
2
4
3
Top Predictors of Employee Commitment
1
3
4
2
59
The Benchmarking
Process
Denison Global Benchmark
931 companies in 48 Countries
28% are Multinationals
50% of the respondents in the last 5 years from outside the US
61
Why We Recommend Global Benchmark
The most stable, representative comparison group
Different Industries and different Countries, on average, have very similar results to the global benchmark
Composites are available for many different Industries, Regions and Countries
62
Why We Use Percentiles
63
3.94
3.78
3.59
3.46
3.21
3.04
2.81
Most employees are highly involved in their work
There is an ethical code that guides our behavior and tells us right from wrongCustomer input directly influences our decisions
People work like they are part of a team
There is good alignment of goals across levels
Our vision creates excitement and motivation for our employeesIt is easy to coordinate across different parts of the organization
86%
82%
86%
64%
57%
41%
40%
Survey Item Mean % Favorable Score (4s & 5s)
Why We Use Percentiles
64
3.94
3.78
3.59
3.46
3.21
3.04
2.81
50
50
50
50
50
50
50
Most employees are highly involved in their work
There is an ethical code that guides our behavior and tells us right from wrongCustomer input directly influences our decisions
People work like they are part of a team
There is good alignment of goals across levels
Our vision creates excitement and motivation for our employeesIt is easy to coordinate across different parts of the organization
86%
82%
86%
64%
57%
41%
40%
Survey Item Mean % Favorable Percentile Score (4s & 5s) Score
Culture Sample Reports
Organization Composite Report
66
Line Item Report
67
High Low Report
68
Organizational Culture Module Report
Employee Engagement
Innovation
Organizational Trust
Organizational Commitment
69
Change Monitors
Choose 2-3 indexes to resurvey
Implemented 3-6 months after initial survey
Increases accountability and follow through
All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
70
Understanding Your Culture
Results
Are our people happy?Is our culture…good or bad?
strong or weak?
Are we clear and aligned?
Culture
72
Average levels of performance
Mix of clarity & confusion
Lower levels of performance
Confusion & uncertainty
reigns
Higher levels of performance
High level of clarity & alignment
73
What you might hear…
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“Clear Line-of-Sight”
“One-on-ones and reviews provide individuals with constant reminders of our goals.”
“The focus on the organization's short term and long term goals is what makes the company reach
high levels of achievement.”
“The vision is inspiring and exciting – it gives us a
sense of purpose.”
“We all have the same vision which keeps us focused on what really
matters.”
“Communication efforts across departments has allowed for a broader
perspective and better decisions.”
“We solve problems and we move forward together.”
“My manager not only lives the core values but regularly addresses them on conference calls
which I find impressive!”
“All the team members believe in doing the right thing and creating win-win situations when
possible.”
“I don't feel like I work for this great company - rather, I feel a sense
of ownership.”
“There is a high level of transparency in this organization.”
“I feel that I am using my skills and intelligence rather than being micro-
managed.”
“We band together to work as a single unit to achieve our daily
goals.”
“We value highly capable people. The talent level here is
very high.”
“Change is NOT a criticism of the past.”
“Forgive and remember”
“We do project post-mortems and lessons learned events”
“Change is not a program…it is a matter of survival”
“A customer mind-set permeates the organization”
“We ask ourselves what does the customer want and need when we are looking at our
processes.”
“Flying blind”
“We’re fire fighters”
“We’re not sure what the future holds.”
“Uncertainty is the best word to describe working
here.”
“My priorities are whatever my boss says they are that day.”
“End justifies the means”
“Self-serving”
“The leaders don’t walk the talk.”
“Silos”
“It’s all about winners and losers.”
“Issues remain unresolved and the team stays in a
state of flux.”“Check your brain at the door.”
“This is a Compliance Culture.”
“We have trouble retaining talent.”
“Leaders believe they always know best.”
“Internal competition is valued over cooperation.”
“Information is power.”
“Fear is prevalent throughout the organization.”
“We can be arrogant…we don’t always listen to our customers.”
“This is how we’ve always done it.”
“Our philosophy is Naming - Blaming – Shaming.”
“Change happens to us, not with us.”
One Hundred Year Old Manufacturing Company
77
Questions to Consider
What is this organization good at?
What business challenges might they be facing?
What do you think it takes to be successful in this organization?
What would get you in trouble?
78
Some Common Patterns
Other Common Patterns
Doughnut of Doom
81
Doughnut of Doom (with some hope!)
82
Doughnut of Doom (with a different foundation!)
83
Short-term Work As A team (with Customer Focus + Coordination &
Integration)
84
Short Term Work As A Team (Low Customer Focus and Coordination &
Integration)
85
Working As A Team to Support the Longer Team (Lower Goals &
Objectives)
86
Full Color
87
Interpreting Your Culture
Results
Understanding Your Results
89
This is one of the four key traits that impact
business performance.
This is one of the three indexes
that measure the behaviors of this trait. Each of the twelve indexes consists of five survey items.
This is a percentile score. This is your
organization’s score as a percentage
benchmarked against the average of the
other organizations in our global normative
benchmark. This organization, for example, scored
better than 82 percent of all the other
organization in the database in the Goals & Objectives index.
The profile is colored to show the quartile in
which the percentile falls. This score, for
example, falls in the fourth quartile.
Understanding Your Line Item Results
90
This is one of the four key traits in the model.
These are the items as they appear on the
survey.
These are the four quartiles in
which your percentiles may
fall.
These are the percentile scores
for each line item. These
scores are also benchmarked against the
global database.
The +/- symbols indicate that this item was one of the top five (+)
or bottom five (-) scores on the
survey.
The raw score has been reversed for this negatively worded item marked with an asterisk (*). In all cases, a higher score indicates a more favorable condition.
All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
Understanding Your High-Low Results
91
These are the five items for which your organization received the highest
percentile scores. They are listed in order from highest to lowest score.
These are the five items for which your organization received the lowest
percentile scores. They are listed in order from lowest to highest score.
The colors indicate the traits the items are to attributed for easy identification
of patterns and trends.
Understanding Your High-Low Results
92
There are EIGHT negatively worded items in the survey noted with an
asterisk. These items prevent response bias and help identify
respondents who did not discern between items. These scores are
reversed so that in all cases a higher score (and more color) reflects a
more favorable condition.
Interpretation Guidelines: Looking at your results
93
Strengths & Challenges
What are main areas?
Strong = more color Weak = less color
Are these clustered?
Flexible? Stable? Externally Focused? Internally Focused?
Involvement? Consistency? Adaptability? Mission?
Summarize Strengths
Review the 12 Indexes
Which are strongest? Most important to job? Important to career? Clustered in one trait?
Review the Items
Top five? Most important? Clustered in one trait?
Summarize Challenges
Review the 12 Indexes
Which are lowest?
Most important to your organization’s effectiveness? Clustered in one trait?
Review the Items
Bottom Five? Most important? Clustered in one trait?
Key Patterns
Foundation Skills:What are the key capabilities that arethe foundation of your organization’s Strengths?
Areas to Improve: What capabilities are important to improve? Short-term? Long-term?
Impact of strengths and weaknesses on performance measures : Employee Satisfaction ? Quality? Sales ? Customer Satisfaction? Innovation ? Financial performance ?
Big Picture High Scores
Low Scores Overall Patterns
Developing A High Performance Business Culture The Overall Process
Developing a High Performance Business Culture
95
Every 12-18 Months
Feedback & Planning Loop- Organization- Teams- Leaders
Strategy, Planning & Assessment
Executive Debrief & Data
Roll-out
Implement & Monitor Progress
Prioritization &Action Planning
Survey Process: Project Management Support from A to Z
96
Needs Analysis Creation of Project Plan
Creation of Test Survey
Review of Demographic
File & IT Requirements
Communication Plan
Launch of Live Survey
Monitor Survey Process
Reporting of Results
Analyze Results,
Debrief & Action Plan
Research Links to Performance
Implement & Monitor Progress
(Feedback for Improvement)
Change Monitor or Follow-up Survey to Evaluate Progress
DELIVERABLES
Strategy &Project Planning
Project Plan Assessment
PHASE
INPUT
Consultant (planning) and/or R&D Involvement
(mapping, etc.)
Executive & Core Team
Assessment Management
Analysis, Reporting, &
Executive Debriefs
Prioritization & Action Planning
ACTIONS
1.Identify Champion & Core Team
2.Visioning meeting(s): • Clarify current
strategies, challenges & plans
• Clarify Perceptions of the current culture
• Define Framework of Project Plan
3. Finalize Project Plan with Executive Support
Project charter
Visioning Meeting
1.Define Communication Plan
2.Finalize Assessment Design (including customized content)
3.Implement communication plan (initial & reminders)
4.Complete assessment
• Including status reports on response rates
Executives, Core Team & Managers
1.Prepare results reports
2.Preliminary data analysis & review with Core Team / Champion
3.Prepare Executive Debrief Content
• Includes summary & recommendations
4.Conduct Executive Debriefs
5.Train Key Facilitators (webinar / workshop)
Executives, Core Team & Key Facilitators
Facilitator Training (webinar / workshop)
Core Team Review
1.Implement remainder of communication plan
2.Focus groups and / or large group involvement meetings or webinars• Includes initial
prioritization work
3. Ongoing implementation coaching
Executives, Core Team and Key Facilitators /
Managers
TIMELINE (8 weeks)
2 weeks+4 weeks 3 weeks 4 weeks
RequiredOptional
Organizational Culture Improvement Plan
97
Communication Plan
Assessment Design
Content Modules & Survey Customization
Results Reporting
Prepare & Conduct Executive Debriefs
Ongoing Implementation Coaching
Focus Groups / Large Group Involvement
Meetings
Client Example Plan
98
The Change Process
Driving Culture Change
100
The Parallel Path Approach
Organization-Wide actions
Function/Unit/group Actions
Leader/Manager Actions
Function/Unit/group Actions
Leader/Manager Actions
Developing a High Performance Business Culture
101
Every 12-18 Months
Feedback & Planning Loop- Organization- Teams- Leaders
Strategy, Planning & Assessment
Executive Debrief & Data
Roll-out
Implement & Monitor Progress
Prioritization &Action Planning
Mistakes to Avoid
Mistakes to Avoid
1. Lack of communication (think repetition & variety)
2. Lack of clear support from the TOP
3. No open ended questions, manager / non-manager segments and other keys for reporting
4. Top down priority setting
5. Too many priorities
6. Preaching and teaching versus listening and prioritizing
7. Separate culture plans and no link to current strategies / plans
8. No / limited follow-up
9. Lack of trained personnel (HR versus business lead)103
Developing a High Performance Business Culture
104
Every 12-18 Months
Feedback & Planning Loop- Organization- Teams- Leaders
Strategy, Planning & Assessment
Executive Debrief & Data Roll-out
Implement & Monitor Progress
Prioritization &Action Planning
QUESTIONS / FEEDBACK
How to Work with
Denison
Culture Survey: Administration
Survey and Reports available in 42 languages Administration Methods:On-line, Kiosk, Paper/Pencil
Timely and accurate reporting:Within days of survey close
Timing: Annually, Bi-annually with pulse surveys
106
107
108
109
110
Support Resources
Workshops & eWorkshops
Webinars
Case Studies & Research Notes
Annual Best Practices Forum
Product Guides
Research & Analysis
Global Network / Coaches
111
Research Support
Custom item development
Custom report development
Content coding and qualitative analysis
Statistical analysis
Statistically valid sampling plans
Mapping previous survey instruments
Best Practices research
Internal benchmarking and custom composites
112
Your Denison Solutions Pilot Package
113
25 person Denison Organizational
Culture Survey Pilot
1 Person Leadership Development Survey
OR
Your pilot package includes the full survey of your choice, full report generation, and basic interpretation and feedback on results from a
Senior Denison Consultant.
August
Denison Consulting Events, Fall 2012
Denison Webinar SeriesThe ABC’s of Culture & Leadership August 3, 11:00 am – 12:00 pm
EDTA NO-CHARGE event with Jason Bingham, Vice President of the Central Territory at Trane North America, who will share how sequentially meeting the needs of the company's Associates, Customers and Business ("ACBs") builds a high-performance culture that drives tangible business results.
Academy of Management 2012 Conference August 26-28:Members of the Denison R&D team will be participating in presentations and a symposia, as well as representing a paper on culture dynamicsHynes Convention Center, Boston, MA
November
Building High Performance Organizations In Person Workshop September 11-14:
2-day in person workshop with Bryan Adkins, CEO of Denison ConsultingMillennium Hotel, New York, New York Advance Registration Required
ASHHRA 2012 Annual Conference September 22-25Exhibit Booth 228Colorado Convention Center, Denver, CO
September
October
Building High Performance Organizations e-Workshop October 3,10,17,24A blended e-learning course that meets once a week for four weeksOnline Advance Registration Required
Building High Performance Organizations In Person Workshop November 14-15:
2-day in person workshop with Bryan Adkins, CEO of Denison ConsultingSan Francisco Marriott Marquis, San Francisco, CA Advance Registration Required
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Daniel Denison’s best-selling book illuminates the cultural dynamics firms need to manage in order to remain competitive.
“A milestone in the culture studies arena.”
-Edgar H. Schein
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Final Questions?
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