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Presentation on „Culture“ on the set case study „Historic Royal
Palaces“
See notes of this file for accompanying script to presentation slides
 ANDiDAS.COM
http://www.andidas.com/

Introduction – Analysis – Recommendations – Conclusion
Past
1076: Tower of
London built
1525: Hampton
Court built
19 th
Century
1838: Hampton
Court made accessible to
Public
20 th
Century 21 st
Century
1998 : HRP becomes self financing charitable trust
1622:
Banqueting
House finished
1689: Kensington bought
1631: Kew
Palace built
Spiritual and military leadership
1989 : HRP
Agency part of the Government
Civil service culture
Not the same resources available http://www.andidas.com/
2003 : Today
Performance culture
Making profit from history

Introduction – Analysis – Recommendations – Conclusion
Target
Our Vision: We will be the world leader in the care, management and presentation of historic buildings, contents and grounds
Potential to improve elements of Business Excellence/enablers and results
Management capability needs to be strengthened:
=improved performance culture
=better coordination and faster decision making
=planning, people and project management
HRP is heavily reliant on visitor revenue; a more balanced mix will offer greater security and sustained funding of charitable goals
Encouraging performance in the first year of the HRP corporate plan:
=performed on plan
=key milestones achieved and major projects progressed on-track
=operating surplus ahead of plan
HRP benefits from a number of world-leading capabilities:
=conservation of buildings and contents
=preservation and interpretation
=innovative education programmes http://www.andidas.com/

Introduction – Analysis – Recommendations – Conclusion
Performance enhancing
Organisational Culture for HRP in the market context http://www.andidas.com/
HRP
Organisational
Culture
Market
Environment
Change
Process
New CEO

Introduction – Analysis – Recommendations – Conclusion
soft factors hard factors http://www.andidas.com/

Introduction – Analysis – Recommendations – Conclusion
Pre 1998 Post 1998
 Stories
à Ivory tower
 Symbols
à Uniforms
à Curators‘ language
à Business language
à Palace identity/ Offices location
à Royal & Status &
Dignity http://www.andidas.com/
 Stories
à Hampton Court Ghost
 Symbols
Ceteris paribus
à Less individual palace identity
à Status & Dignity complemented with information from Coppin & Barratt, 2002, p.181-211

Introduction – Analysis – Recommendations – Conclusion
 Rituals & Routines
à Loyalty of staff, committed, despite low pay
à Commercialisation vs.
Conservation
à Palace/Dept subcultures
à Rivalry between departments/ sites
à No creative engine, no innovation/ initiative
à No information technology
à Cross subsidisation http://www.andidas.com/
 Rituals & Routines
Ceteris paribus
à Training/ workshops
à Reduced dept rivalry/ cultural divide through centralisation; „there is no they, only us“
à Commerce side emphasised, Cost consciousness established
à Conflicting visions/ mission of Conserv./
Marketing remain
à 11 people in IT complemented with information from Coppin & Barratt, 2002, p.181-211

Introduction – Analysis – Recommendations – Conclusion
 Power Structures
à Conservation Dept ( Ivory
Tower )
à Lack of trust between
Management – Trustees
– DCMS – Unions
à Old fashioned relations with unions
 Control Systems
à Comparator
Organisations, „Standing
Clearance Agreement“
à No consistent performance management sytem http://www.andidas.com/
 Power Structures
Ceteris paribus
à Less power with conservation, more power with marketing dept
à Better communication with stakeholders & unions
 Control Systems
Ceteris paribus
à Performance pay complemented with information from Coppin & Barratt, 2002, p.181-211

Introduction – Analysis – Recommendations – Conclusion
 Organisational
Structure
à Hierarchical, decentralisation (Palace)
à Strong informal networks,
Poor communication processes
à Organisation structure anomalies (HR, Finance
Retail, Conservation)
 Organisational
Structure
Ceteris paribus
à Hierarchical, more centralised
à Greater openness, better lateral communication
à Organisation anomalies resolved,
Single conservation dept, etc.
http://www.andidas.com/ complemented with information from Coppin & Barratt, 2002, p.181-211

Introduction – Analysis – Recommendations – Conclusion
pre 1998
Civil-Service Culture post
(in progress)
• Status & dignity
• Charity, Govt Body
• Dept & Palace subcultures
• Commerce vs.
Conservation
• Informal networks http://www.andidas.com/
• Status & dignity
• Self financed charity
• centralisation
• Commerce,
Customer oriented
• Open communication

Introduction – Analysis – Recommendations – Conclusion
Post 1998
Stories
+Hampton Court Ghost
Symbols
+Uniforms
-Status & dignity
Routines & Rituals
+IT
+Loyalty
-Subcultures
-Lack of creativity http://www.andidas.com/
Control Systems
+Performance pay
Paradigm
+ participation, more „us“
-Conflicting mission between depts
Power Structures
+Openness
+Communication
Organisational Structures
+Anomalies resolved, suitable structure in place/ planned

Introduction – Analysis – Recommendations – Conclusion
Invisible
Shared Values
Harder to Change
Soft factors
Stories
Symbols
Routines & Rituals http://www.andidas.com/
Visible
Group Behaviour Norms
Easier to Change
Hard factors
Power Strutures
Organisational Structures
Control Systems

Introduction – Analysis – Recommendations – Conclusion
 Forces for changes
à Self-financed
à Competing in the market/ Competition
à Environment, 9/11, etc.
 Forces against changes
à Tradition, status & dignity
à Complacency http://www.andidas.com/

Introduction – Analysis – Recommendations – Conclusion
Constraints
à Subcultures
à Conflicting vision/mission between Conservation and Retail/Marketing
à Lack of creativity, initiative
à Status & dignity confines HRP to top-end market, in an volatile environment http://www.andidas.com/
Enablers
à Eliminate subcultures
(group/ team/ company activities) cross team working
à Establish single vision for entire company -
Alternative: outsource conservation/ Commerce
à Reward creativity & initiative
à Status & dignity are difficult to resolve, because part of the nature of HRP

Introduction – Analysis – Recommendations – Conclusion
 Use internal employees as “agents of change”
à New CEO‘s experience with conservation beneficial
 Implement changes slowly, small steps or incremental, in accordance with workforce
 Clear communication, education and trust building &
Participation and Collaboration http://www.andidas.com/

Introduction – Analysis – Recommendations – Conclusion
 Conflict of mission between Conservation &
Marketing
à Conflict between Commerce & Charity arms of organisation
 Manage carefully http://www.andidas.com/

Introduction – Analysis – Recommendations – Conclusion
 Only secondary research possible
 “All models are wrong, but some are useful”
 Culture is not an exact science
 Culture is constantly changing, every individual is different
à Leadership must be flexible
 Other models are not mutually exclusive
 Recommendations are suggestions/ guidelines, not definitive http://www.andidas.com/

Introduction – Analysis – Recommendations – Conclusion
 Turn constraints into enablers – as far as possible, maintain/ improve enablers
à Status & Dignity
à Subculture
 Manage Paradoxes to reduce negative effects
 Otherwise, don‘t alter current culture change process
à new CEO‘s different background
 Have single, common vision http://www.andidas.com/

Introduction – Analysis – Recommendations – Conclusion
 Coppin, Alan and Barratt, John. 2002.
. Hampshire: Palgrave Macmillan
 Kotter, John and Heskett, James. 1992.
. New York: Free Press http://www.andidas.com/

Introduction – Analysis – Recommendations – Conclusion
http://www.andidas.com/