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PEARL – Organization cultureWhat is PEARL

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WE CANNOT SOLVE OUR PROBLEMS WITH THE SAMETHINKINGWE USED

WHEN WE CREATED THEM

- Albert Einstein -

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Overview

1 What is pearl? p 4

2 How to implement p 9

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What is Pearl?1

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Pearl: summary of the culture concept

Pearl is a best practice for a winning organizational culture based on the 5 values above and implemented with the following two principles:

1 To transformation the company culture and values towards a culture of Performance, Empowerment, Accountability, Responsiveness and Local Embeddedness (PEARL)

2 The company culture transformation is not imposed top-down, but realised by the employees themselves through viral change. Storytelling and appreciative inquiry are main ingredients. Designed as an integrated program, often multi disciplinairy and running over a certain period of time alowing transformation to happen

P E A R L

P E A R LPERFORMANCE EMPOWERMENT ACCOUNTABILITY RESPONSIVENESS LOCAL EMBED.

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Pearl: 5 key ideas to implement Decisions taken at the lowest level possible (accountability) and transparency by a new corporate

governance model. Management Committees merely decide upon strategic priorities. All tactical decisions are now taken in a Business Development Committee Operational decisions are taken at an even lower level

=> DISTRIBUTED LEADERSHIP

1. FASTER DECISSION PROCESS

A limited group of employees fully dedicated to the implementation of the cultural transformation, but all employees were invited to support this change in one way or another. There are two main groups of employees for this: Pearl early adopters, ambassadors,..

Due to this approach of viral change, traditional ways of working (project management, steering committees, formal meetings, SLA, …) are replaced by new and more dynamic ways of collaboration, based on enthusiasm, creativity and entrepreneurship.

2. CULTURE CHANGE REALIZED BY EMPLOYEES

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Pearl: 5 key ideas to implement Reinventing some of the core management practices that are real barriers when it comes to an

engaged, accountable, responsive culture: A new leadership model of authentic leadership 1. Lead yourself: this is about vulnerability, resilience, consistency, authenticity and flexibility,

passion and loyalty and self-development2. Lead your people contains behaviour such as honest feedback, empowerment, valuing team,

empathy, inspire and motivate, facilitate and focus on talents3. Lead your business focuses on the 'harder' aspects, such as vision, targets, continuous

improvement and customers.

From Competency centric => Mind-set & Behaviour Emphasis on coaching and empowering employees, honest feedback, talent management, continuous improvement, role-modelling and performance management. Interactivity and cross- functional solidarity are also stressed in the new model. The competence model will be adapted to the needs of the new culture. Whereas in the past a lot of from knowledge (diploma) and analytical competences =>competences such as initiative- taking, innovation and vision.

Measurement of the leadership behaviour by 360° feedback Support for managers: intervision, workshops, peer coaching, etc

3. MANAGEMENT INNOVATION ARROUND CORE PEOPLE & LEADERSHIP PRACTICES

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Pearl: 5 key ideas to implement Viral change, storytelling and appreciative inquiry are main components of PEARL. To realize this,

a lot of emphasis is to be put on communication: KBC connect, communities, inspiration moments: 8 Pearls (behaviour anchors), mood-rooms, mood-board competition,

4. COMMUNICATION

A lot of focus is being put on innovation, preferably in co-creation with the customer. Crowdsourcing is also often used as a way to collect and improve ideas.

Initiatives to support Innovation: crowdsourcing, innovation competition, pitch stops, Innovation community: a community of employees volunteering to embed idea-generation

and innovation in our company, bringing together the people that are actively involved in a process, immature as it is, creates an amazing drive to improve and finalise it. No one needs management to do better what they love to do.

Chasing rainbows: a group of employees volunteering to bring a vision on the future and a fit role for KBC in that future.

Conclusion: good ideas are all over the company. Limiting out-of-the-box sessions and invention of new products to designated teams or management, is a waste of talent and ingenuity.

5. INNOVATION

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How to impliment 2

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Leadership development Goal: develop distributed & authentic leadership on 3 levels: self, people, business

Who: 1 The leadership team 2 Key managerial positions

What: We believe that leadership development is a transformational process which takes place over time and cannot be achieved by training alone as it involves appropriation of new

behavior. Therefor we have to create a multifunctional integrated development program.

How: The approach is modular consisting out of building blocks and will be tailored to your concrete needs which we will understand better after assesment & analysis.

We use a combination of coaching, teaching, cases and workshops.

We consider 360° assessment & coaching to be a critical element to evoke transformation.The coaching methodology we use is based on the systems-psychodynamic framework

which has a solid scientific foundation. It places issues into their context and delves into the heart of the basic drivers of human behaviour to better understand individual psychological structures and to identify and manage the hidden dynamics of teams and organizations in order to create more effective organizations and better leaders.

1 LEADERSHIP DEVELOPMENT MODEL

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Leadership development2 LEADERSHIP DEVELOPMENT BUILDINGBLOCKS

• To create a high performance team• Obtain systemic insight in functionality or dysfunctionality of the team• Create more trust, empathy and understanding• Create a real team by more sense of unity

Goup leadership coaching

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• To improve personal performance• To work on gaps between own perception and other’s perception out of 360°• Create more self awareness, awareness of impact of environment• To have personal guidance on realizing your full potential in work and life• Receive personalized exercises to help you grow

Individual coaching

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• To put participants in a concrete learning situation • Solving real problems that involves taking action and reflecting upon the results. • The learning that results helps improve the problem-solving process as well as the

solutions the team develops

Action Learning& Simulation& workshops

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• To transfer knowledge and best practice by introducing new concepts• Taking the time to let people reflect and ask questions on how to use the idea’s• Cases to make people apply the new learnings so that they absorb them better

Teaching & Cases

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• To create a starting point for the leadership development process• To get better insight in the self and the other’s perception of you• GELI 360°: 360° feedback on 12 leadership dimensions *info next page• PERSONLITY AUDIT : 360° feedback on 7 personality dimensions* info next page

Assessments

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Leadership development3 LEADERSHIP DEVELOPMENT ASSESSMENTS

• 360° feedback on 12 dimensions of leadership behavior• Compare your self score with that of a group of observers (superiors, direct

reports, others) who respond to the questioner anonymously.• 12 dimensions: - Visioning - Outside stakeholder

- Empowering - Global mind-set- Energising - Tenacity- Design& align - Emotional intelligence- Reward& feedback - Life balance- Team building - Resilience to stress

GELI 360°

Global Executive Leadership Inventory

INSEAD

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• 360° feedback on 7 personality dimensions • Compare your self score with that of a group of observers (family, friends,

others) who respond to the questioner anonymously.• 7 dimensions:

High – Low self esteemTrustfull - VigilantConscientious – Laissez faireAssertive – Self effacingExtroverted – IntrovertedHigh spirited – Low spiritedAdventurous - Prudent

PA

PersonailyAudit

INSEAD

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Leadership development4 BUILDING BLOCKS

Goup leadership coaching

3Individual coaching

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Action learningWorkshop

& Simulation

Teaching & Cases

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Assessments

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SELF + +=

PEOPLE = Individual coaching

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Acton learningWorkshop

& Simulation

Teaching & Cases

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= Group leadership coaching

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Based on the initial assumptions the underlying schematic presentation of potential modular solution to help improve the performance on the 3 leadership themes.

More concrete plans and timelines can only be made when more info is available.

BUSINESS

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Culture transformation Changing Organisational culture is not easy and takes time and effort but it can be done by

creating a Cultural Transformation Program. To be successful it is important that team members are actively involved in the development and

the roll out and that they can see changes in their day to day routines to indicate things are really changing for them

To change culture we first have to know the culture we have and compare it to the culture we want. To be effective we have to understand culture at the level of the basic underlying assumptions and built from there.

Step 1: Assessment of the actual organisational culture• Observation, Interviews, document analysis, etc• Organisational Culture Assessment Instrument* see next page

Step 2: Decide on the desired culture• Gap analysis• Workshops to collect feedback and buy in

Step 3: Make a change and transition plan• Project plan: workstreams, milestones, sponsoring, etc• Communciation plan• Change resilliance plan: Acceptance for change, barrier identification, employee

motivation,

1 HOW TO TRANSFORM

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Culture transformation The Organizational Culture Assessment Instrument (OCAI) developed by Kim Cameron and Robert

Quinn is a validated research method to assess organizational culture. Competing Values Framework which consists of four Competing Values that correspond with four

types of organizational culture. Every organization has its own mix of these values

The graph in nutshell Left: the organization is internally focused: what is important for us, how do we want to work? Right: the organization is externally focused: what is important for the outside world, the clients, market Top: the organization desires flexibility and discretion Bottom: the organization values stability and control

2 ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT

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- Actual culture- Desired culture

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