Denison Consulting Welcomes You To:
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1
WELCOME!
You Facilitators
Dan Denison
Chairman and Founder of Denison
Consulting
Bryan Adkins
CEO 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
Sweden
Scotland
US, San Diego
Canada
US, Ann Arbor
UK
France, Belgium, Luxembourg,
The Netherlands
Turkey
Greece
Mexico
UAE
Colombia
Ghana
Japan
China
Thailand
Malaysia
Indonesia
Peru
Chile
Australia
New Zealand
7
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
Strategic
Alignment
Mergers
&
Acquisitions
Leadership
Developme
nt
Building
a High
Performanc
e Business
Culture
Turnaround
&
Transformation
Leadership
Transitions
10
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
11
Developing a High Performance Culture
12
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.”
Lou Gerstner
Who Says Elephants Can’t Dance?
All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
15
“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
All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
16
“If everything is under control ... you’re not
going fast enough”!
Mario Andretti
17
“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.”
David Neeleman,
CEO, JetBlue Airways
All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
18
What is Corporate Culture?
“The way we do things
around here”
“Lessons learned that are
important to pass on to
the next generation”
Culture
“Software of the mind”
that organized the
behavior of people
“What we do when
no one is looking”
19
Mindset is the Foundation
Norms, Behaviors
and Artifacts.
Visible, tangible.
Personal Values
and 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.
20
Culture Reflects Lessons Learned Over Time
Visible Symbols
Lessons
Image by R.A. Clevenger
Culture
Survival
Underlying Principles
21
Products
Core Products
Culture Change Solutions




Culture Survey (60 items)
Custom Content Modules
Customizable
Change Monitor pulse survey
Leadership Development
Solutions


Leadership Survey
Change Monitor
23
The DOCS Content Modules
Innovation

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
Commitment
Engagement
Trust
24
Snapshopt
25
The Denison Culture Model
What Counts…
Adaptability
Pattern, Trends, &
Market
Translating the demands
of the business
environment into action
“Are we listening
to the marketplace?”
Involvement
Commitment,
Ownership, &
Responsibility
Building human capability,
ownership, and
responsibility
“Are our people
aligned and engaged?”
Mission
Direction, Purpose,
& Blueprint
Defining a meaningful
long-term direction
for the Company
“Do we know where
we are going?”
Consistency
Systems, 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 customers
Promoting 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…
Adaptability
Pattern, Trends, &
Market
Translating the demands
of the business
environment into action
“Are we listening
to the marketplace?”
Involvement
Commitment,
Ownership, &
Responsibility
Building human capability,
ownership, and
responsibility
“Are our people
aligned and engaged?”
Mission
Direction, Purpose,
& Blueprint
Defining a meaningful
long-term direction
for the Company
“Do we know where
we are going?”
Consistency
Systems, Structures,
& Processes
Defining the values
& systems that are the
basis of a strong culture
“Does our system
create leverage?”
32
What Counts…
Mission
Direction, Purpose,
& Blueprint
Defining a meaningful
long-term direction
for the Company
“Do we know where
we are going?”
Involvement
Commitment,
Ownership, &
Responsibility
Building human capability,
ownership, and
responsibility
“Are our people
aligned and engaged?”
Consistency
Systems, 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
Translating the demands
of the business
environment into action
“Are we listening
to the marketplace?”
Mission
Direction, Purpose,
& Blueprint
Defining a meaningful
long-term direction
for the Company
“Do we know where
we are going?”
Consistency
Systems, Structures,
& Processes
Defining the values
& systems that are the
basis of a strong culture
“Does our system
create leverage?”
34
What Counts…
Adaptability
Pattern, Trends, &
Market
Translating the demands
of the business
environment into action
“Are we listening
to the marketplace?”
Mission
Direction, Purpose,
& Blueprint
Defining a meaningful
long-term direction
for the Company
“Do we know where
we are going?”
Involvement
Commitment,
Ownership, &
Responsibility
Building human capability,
ownership, and
responsibility
“Are our people
aligned and engaged?”
35
What Counts…
Adaptability
Pattern, Trends, &
Market
Translating the demands
of the business
environment into action
“Are we listening
to the marketplace?”
Mission
Direction, Purpose,
& Blueprint
Defining a meaningful
long-term direction
for the Company
“Do we know where
we are going?”
Consistency
Systems, Structures,
& Processes
Defining the values
& systems that are the
basis of a strong culture
“Does our system
create leverage?”
36
Denison Model: Dynamics Tensions
Flexible
Adaptability +
Involvement
A flexible
organization has
the capability to
change in
response to the
environment.
Stable
Mission +
Consistency
A stable
orientation
contributes to an
organization’s
capability to
remain focused
and predictable
over time.
37
Denison Model: Dynamics Tensions
External Focus
Adaptability + 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
38
Denison Model: Dynamics Tensions
Top-Down;
Bottom-Up:
Mission + Involvement
Stimulate Progress; Preserve
the Core
Adaptability+ Consistency
Linking purpose, direction &
goals to a shared sense of
responsibility, ownership, and
commitment
by employees
Balance dual challenges of
external adaptation and
internal integration
39
The Link to Performance Summary
40
The Link to Performance
Linking Organizational Culture
to the Bottom Line Performance
The Link to Performance
· Innovation
· Sales Growth
· Market Share
· Creativity
· Customer
Satisfaction
· Profitability
ROI, ROS, ROE
· Quality
· Employee Satisfaction
42
Impact on Financial Performance
The higher the culture scores, the greater profitability, sales growth, &
market value (based on a study of 102 firms; 1996-2004)
Bottom 25%
Top 25%
Return-on-Assets
4.5%
6.3%
Sales Growth
.1%
15.1%
Market-to-Book Ratio
3.5
4.4
43
Satisfying Your Customers
Below 50% Highly Satisfied



Above 80% Highly Satisfied
Study of Automotive Service Centers in the USA
Total of 338 dealerships and over 12,000 employees
Compares organizational culture & customer satisfaction
44
Difference Between High and Low
Satisfaction Customers
45
Culture and Innovation
Market Value
Attributed to Future Growth
26%
Market Value
Attributed to Future Growth
65%
46
Culture and Innovation
New Product Development
22nd Percentile
New Product Development
69th Percentile
From a sample of 350 client organizations
47
Impact of Human Capital on Growth
Bottom 25%
Top 25%
Sales Growth .1%
Sales Growth 15%
All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
48
Modules
The DOCS Content Modules
Innovation

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
Commitment
Engagement
Trust
50
DOCS–Modules Link: Overview
The DOCS
Content modules
 Assesses a high
performance
business culture
 Identifies cultural
strengths/weakness
es as they apply to
organizational
performance
 Results are
presented using the
DOCS benchmark
database
Overlap
The DOCS provides some
information about the topics
covered in the 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
Employee Engagement: Dimensions
Employee engagement: A heightened positive, emotional state in
relation to one’s work or organization.
Discretionary
Effort
Excitement
Enthusiasm
Pride
Interest
Passion
Inspired
Energized
 My work drives me to go the extra mile.
 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.
52
Employee Engagement–DOCS:
Top predictors of Employee Engagement
With a high level of empowerment,
employees tend to be more engaged as
they can make decisions and have input.
1
A shared vision can increase the level of
engagement by creating excitement and
motivation and direction.
2
2
1
People are more likely to be engaged
when they have autonomy and capability
development opportunities.
3
3
3
3
A clear set of core values promotes
engagement by providing clarity and
guidance around behaviors and practices.
53
Organizational Innovation: Dimensions
Organizational Innovation: The successful implementation of
creative ideas.
Creativity
Implementation
Organizational
Support & The
Role of
Innovation
 People are encouraged to be creative.
 We are able to implement new ideas.
 New ideas are continually evaluated and improved upon.
 Support for developing new ideas is readily available.
 Innovation is a large part of our business activities.
54
Organizational Innovation–DOCS:
Top predictors of Organizational Innovation
Innovative organizations encourage
employees to take educated risks and
learn from failures as well as successes.
1
1
Flexibility and the ability to respond well
to the external environment enable
organizations to create change & innovate.
2
2
4
3
3 Vision guides innovation by providing a
clear direction & a roadmap for translating
ideas into reality
4 Empowerment fosters creativity by
building ownership and responsibility and
encouraging information sharing.
55
Organizational Trust: Dimensions
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.
Benevolence
Compassion
Integrity
Honesty
Openness
Overall Trust
 In this organization, decisions are made with employees’
best interests in mind.
 People in this organization have good motives and
intentions.
 This organization conducts business with integrity.
 The people who work here are honest.
 There are very few secrets in this organization.
 Employees consider this organization to be trustworthy.
56
Organizational Trust–DOCS:
Top Predictors of Organizational Trust
1 Agreement is key to trust, as it helps
people work together to reach consensus
and find win-win solutions.
2 Empowerment : Trust is high when
information is widely shared and people are
involved in business planning.
2
3
1
4
Trust is strongly related with
team orientation; relationship building and
teamwork helps build trust.
3
4
Trust level is high when there is internal
capability development opportunities, as
competence is a key component of trust
57
Employee Commitment: Dimensions
Employee commitment: (a) employees’ personal attachment to the
organization, and (b) their need and/or desire to remain with the
organization.
Affective
Commitment
 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.
Continuance
Commitment
Turnover
Intention
 It would be difficult for me to leave this organization.
 I continue to work here more out of choice than
necessity.
 I rarely think about looking for a job with another
organization.
58
Employee Commitment–DOCS:
Top Predictors of Employee Commitment
1 Agreement – the ability to surface and
resolve important problems and issues that
arise – resulting in shared commitment to
action
2 Empowerment - employees believe
they can have an impact – increasing their
personal commitment
4
2
1
3
3 Core values -
enhance commitment
based on a shared sense of what is
important to the organization - what it values
4 Creating change – employee
commitment is enhanced when
organizations and leaders are committed to
continuous improvement
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
Survey Item
Mean
Score
3.94
% Favorable
(4s & 5s)
86%
There is an ethical code that guides our behavior
and tells us right from wrong
Customer input directly influences our decisions
3.78
82%
3.59
86%
People work like they are part of a team
3.46
64%
There is good alignment of goals across levels
3.21
57%
Our vision creates excitement and motivation
for our employees
It is easy to coordinate across different parts
of the organization
3.04
41%
2.81
40%
Most employees are highly involved in their work
63
Why We Use Percentiles
Survey Item
Mean
Score
% Favorable
(4s & 5s)
Percentile
Score
Most employees are highly involved in their work
3.94
86%
50
There is an ethical code that guides our behavior
and tells us right from wrong
Customer input directly influences our decisions
3.78
82%
50
3.59
86%
50
People work like they are part of a team
3.46
64%
50
There is good alignment of goals across levels
3.21
57%
50
Our vision creates excitement and motivation
for our employees
It is easy to coordinate across different parts
of the organization
3.04
41%
50
2.81
40%
50
64
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
70
All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
Understanding Your Culture Results
Are our people happy?
Is our culture…
good or bad?
strong or weak?
Culture
Are we clear
and aligned?
72
High level
of clarity &
alignment
Higher levels
of performance
Mix of clarity &
confusion
Average levels of
performance
Confusion &
uncertainty
reigns
Lower levels
of performance
73
What you might hear…
74
“Change is NOT a criticism of the past.”
“Change is not a program…it is a matter of
survival”
“We do project post-mortems and lessons
learned events”
“Forgive and remember”
“A customer mind-set
permeates the
organization”
“We ask ourselves what does the
customer want and need when
we are looking at our processes.”
“We band together to work as a
single unit to achieve our daily
goals.”
“There is a high level of transparency
in this organization.”
“We value highly
“I don't feel like I work
for this great company - capable people. The
rather, I feel a sense of talent level here is very
high.”
ownership.”
“I feel that I am using my skills and intelligence
rather than being micro-managed.”
“Clear Line-of-Sight”
“The vision is inspiring and
exciting – it gives us a sense
of purpose.”
“One-on-ones and reviews provide individuals
with constant reminders of our goals.”
“We all have the same vision which
keeps us focused on what really
matters.”
“The focus on the organization's
short term and long term goals is
what makes the company reach
high levels of achievement.”
“We solve problems and we move
forward together.”
“Communication efforts across
departments has allowed for a broader
perspective and better decisions.”
“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.”
“Fear is prevalent throughout the
organization.”
“Flying blind”
“We’re not sure what
the future holds.”
“Change happens to us, not with us.”
“We can be arrogant…we don’t always
listen to our customers.”
“My priorities are whatever my boss
says they are that day.”
“Our philosophy is Naming - Blaming
– Shaming.”
“We’re fire fighters”
“Uncertainty is the best
word to describe working
here.”
“This is how we’ve
always done it.”
“We have trouble retaining
talent.”
“Silos”
“This is a Compliance Culture.”
“Check your brain at the door.”
“Internal competition is valued
over cooperation.”
“Information is power.”
“Leaders believe they always know best.”
“Self-serving”
“It’s all about winners and
losers.”
“Issues remain unresolved
and the team stays in a
state of flux.”
“The leaders don’t walk the talk.”
“End justifies the means”
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
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.89
Understanding Your Line Item Results
This is one of the four key traits in
the model.
These are the
items as they
appear 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.
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.
90
All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.
Understanding Your High-Low Results
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.
91
Understanding Your High-Low Results
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.
92
Interpretation Guidelines:
Looking at your results
Big Picture
High Scores
Low Scores
Overall Patterns
Strengths & Challenges
Summarize Strengths
Summarize Challenges
Key Patterns
What are main areas?
Review the 12 Indexes
Review the 12 Indexes
Foundation Skills:
What are the key capabilities that are
the foundation of your organization’s
Strengths?
Strong = more color
Weak = less color
Are these clustered?
Flexible?
Stable?
Externally Focused?
Internally Focused?
Involvement?
Consistency?
Adaptability?
Mission?
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?
Which are lowest?
Most important to your
organization’s effectiveness? Areas to Improve:
What capabilities are
important to improve?
Clustered in one trait?
Short-term? Long-term?
Review the Items
Impact of strengths and weaknesses
on performance measures :
Bottom Five?
Employee Satisfaction ?
Most important?
Quality?
Clustered in one trait?
Sales ?
Customer Satisfaction?
Innovation ?
Financial performance ?
93
Developing A High
Performance Business Culture
The Overall Process
Developing a High Performance
Business Culture
Strategy, Planning &
Assessment
Every 12-18
Months
Implement &
Monitor Progress
Executive Debrief &
Data Roll-out
Feedback
& Planning Loop
- Organization
- Teams
- Leaders
Prioritization &
Action Planning
95
Survey Process: Project Management
Support from A to Z
Needs Analysis
Communication
Plan
Analyze Results,
Debrief & Action
Plan
Creation of
Project Plan
Creation of Test
Survey
Review of
Demographic File
& IT Requirements
Launch of Live
Survey
Monitor Survey
Process
Reporting of
Results
Implement &
Monitor Progress
Change Monitor
or Follow-up
Survey to
Evaluate Progress
Research Links to
Performance
(Feedback for
Improvement)
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Organizational Culture Improvement Plan
PHASE
Strategy &
Project Planning
Assessment
Management
Analysis, Reporting, &
Executive Debriefs
Prioritization &
Action Planning
INPUT
Executive & Core Team
Executives, Core Team &
Managers
Executives, Core Team &
Key Facilitators
Executives, Core Team
and Key Facilitators /
Managers
1.Identify Champion &
Core Team
1.Define Communication
Plan
1.Prepare results reports
2.Visioning meeting(s):
• Clarify current
strategies, challenges
& plans
• Clarify Perceptions of
the current culture
• Define Framework of
Project Plan
2.Finalize Assessment
Design (including
customized content)
3. Finalize Project Plan
with Executive Support
• Including status reports
on response rates
ACTIONS
DELIVERABLES
Required
Optional
TIMELINE
(8 weeks)
3.Implement
communication plan
(initial & reminders)
4.Complete assessment
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)
Project charter
Communication Plan
Results Reporting
Visioning Meeting
Assessment Design
Core Team Review
Project Plan
Assessment
Prepare & Conduct
Executive Debriefs
Consultant (planning)
and/or R&D Involvement
(mapping, etc.)
Content Modules &
Survey Customization
Facilitator Training
(webinar / workshop)
4 weeks
3 weeks
4 weeks
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
Focus Groups / Large
Group Involvement
Meetings
Ongoing Implementation
Coaching
2 weeks+
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Client Example Plan
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The Change Process
Driving Culture Change
The Parallel Path Approach
Organization-Wide actions
Function/Unit/group Actions
Function/Unit/group Actions
Leader/Manager Actions
Leader/Manager Actions
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Developing a High Performance
Business Culture
Strategy, Planning &
Assessment
Every 12-18
Months
Implement &
Monitor Progress
Executive Debrief &
Data Roll-out
Feedback
& Planning Loop
- Organization
- Teams
- Leaders
Prioritization &
Action Planning
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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)
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Developing a High Performance
Business Culture
Strategy, Planning &
Assessment
Every 12-18
Months
QUESTIONS / FEEDBACK
Implement & Monitor
Progress
Executive Debrief & Data
Roll-out
Feedback
& Planning Loop
- Organization
- Teams
- Leaders
Prioritization &
Action Planning
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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
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Support Resources

Workshops & eWorkshops

Webinars

Case Studies & Research Notes

Annual Best Practices Forum

Product Guides

Research & Analysis

Global Network / Coaches
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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
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Your Denison Solutions Pilot Package
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
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Senior Denison Consultant.
Denison Consulting Events, Fall 2012
August
Denison Webinar Series
The ABC’s of Culture & Leadership
August 3, 11:00 am – 12:00 pm EDT
Academy of Management 2012 Conference
August 26-28:
Building High Performance Organizations In Person Workshop
September 11-14:
A 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.
Members of the Denison R&D team will be participating in presentations and a symposia, as well as representing a
paper on culture dynamics
Hynes Convention Center, Boston, MA
September
2-day in person workshop with Bryan Adkins, CEO of Denison Consulting
Millennium Hotel, New York, New York
ASHHRA 2012 Annual Conference
September 22-25
Building High Performance Organizations e-Workshop
October 3,10,17,24
Exhibit Booth 228
Colorado Convention Center, Denver, CO
October
A blended e-learning course that meets once a week for four weeks
Online
Building High Performance Organizations In Person Workshop
Advance Registration Required
November 14-15:
2-day in person workshop with Bryan Adkins, CEO of Denison Consulting
San Francisco Marriott Marquis, San Francisco, CA
November
Advance Registration Required
The Culture Snapshot Workshop: Revolutionizing Leader Transition
Advance Registration Required
November 16:
Offered as an optional third day addition to the Denison Consulting Workshop, the Culture Snapshot Workshop
provides a unique training and certification opportunity to participants.
San Francisco Marriott Marquis, San Francisco, CA
Advance Registration Required
Information
&
Registration
Register online for all “Advance Registration Required” events at
DenisonConsulting.com
Contact Denison Consulting for more information by calling 734-302-4002
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“A milestone in the culture studies arena.”
-Edgar H. Schein
Daniel Denison’s best-selling book
illuminates the cultural dynamics firms need
to manage in order to remain competitive.
National Best Seller
Available Now!
For bulk orders, visit:
OrderLeadingCultureChange.com
For individual orders please purchase from
a book retailer (i.e. Amazon, Barnes &
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Exclusive Workshop Offers
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Purchase any one of the bulk order options
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Estimated final price per book:
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Other Offers
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Dan
Denison
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Bulk order Leading Culture Change in Global
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*Purchases must pay necessary travel and accommodations
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117
Final Questions?
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