CULTURE CHANGE
Focusing on the Customer while improving
Morale & Productivity
Ian Blanchard
Agenda
Culture
Organizational Culture
Types of Culture
Creating Your Organization Culture
Culture Definition
Culture Creation
2
Culture
• Culture rules virtually every aspect of your life
• Culture is taught and learned and shared
• culture is symbolic
• Culture is vital
• Culture is learned and forgotten
• Culture is significant
3
Organizational Culture
• Organizational culture is the personality of the
organization.
• Culture is comprised of the assumptions, values,
norms and tangible signs (artifacts) of
organization members and their behaviors.
• Culture is one of those terms that's difficult to
express distinctly, but everyone knows it when
they sense it.
4
Organizational Culture
 Corporate culture can be looked at as a system.
 The concept of culture is particularly important when
attempting to manage organization-wide change.
 There's been a great deal of literature generated over
the past decade about the concept of organizational
culture -- particularly in regard to learning how to
change organizational culture.
Types of Culture

Academy Culture: Employees are highly skilled and tend to stay in the
organization, while working their way up the ranks. The organization
provides a stable environment in which employees can development and
exercise their skills. Examples are universities, hospitals, large corporations,
etc.

Baseball Team Culture: Employees are "free agents" who have highly
prized skills. They are in high demand and can rather easily get jobs
elsewhere. This type of culture exists in fast-paced, high-risk organizations,
such as investment banking, advertising, etc.

Club Culture: The most important requirement for employees in this culture
is to fit into the group. Usually employees start at the bottom and stay with
the organization. The organization promotes from within and highly values
seniority. Examples are the military, some law firms, etc.

Fortress Culture: Employees don't know if they'll be laid off or not. These
organizations often undergo massive reorganization. There are many
opportunities for those with timely, specialized skills. Examples are savings
and loans, large car companies, etc.
Types of Culture
 Power Culture: Strong leaders are needed to distribute resources.
Leaders are firm, but fair and generous to loyal followers. If badly
managed there is rule by fear, abuse of power for personal gain, and
political intrigue.
 Achievement culture: Rewards results, not unproductive efforts.
Work teams are self-directed. Rules and structure serve the system,
not an end by themselves. A possible downside is sustaining energy
and enthusiasm over time.
 Support Culture: Employee is valued as a person, as well as a
worker. Employee harmony is important. Weakness is a possible
internal commitment without an external task focus.
 Role Culture: Rule of law with clear responsibility and reward
system. Provides stability, justice, and efficiency. Weakness is
impersonal operating procedures and a stifling of creativity and
innovation.
Agenda
Culture
Organizational Culture
Types of Culture
Creating Your Organization Culture
Culture Definition
Culture Creation
8
What is this all about?
"I respect those who know their own wishes. The
greatest part of all the mischief in the world
arises from the fact that many do not sufficiently
understand their own aims. They have
undertaken to build a tower, and spend no more
labor on the foundation than would be necessary
to erect a hut."
Johann Wolfgang von Goethe
Three Core Questions (3 P’s)
 Where are we going (our vision or picture of our
preferred future)?
 What do we believe in (our principles or values)?
 Why do we exist (our purpose or niche)?
What is the Link?
 Our customers are the very reason we exist
 Our Staff are at the core of what we do and therefore
they must feel valued
 If we are to be competitive and sustainable, we must
be efficient and productive
Business Management Model
The BEST TELECOM
SERVICE PROVIDER
RATED BEST BY
CUSTOMERS,
PROSPECTS &
GOVERNMENT
•Competitive Proposition
•Relevant
•Segmented
•Simple
•Quality of Service
•Reliability
•Customer support
•Ease of Interaction
•Competent sales force
COMPETENT HIGH
ENERGY
ORGANISATION
•Strong Skills & competence
•Clear Processes
customer driven
measurable
clear accountability
•Central role of IT
•Performance culture
openness
decision taking
trust
accountability
•Best service development
management
(AMONY) THE MOST
PROFITABLE
•Growing PBT
•Sustainable Capex rate
•ROCE
> Cost of Capital
•Sustained Revenue
•Manageable cost
•Achieving and knowing
the numbers
•Competent channels
The Competent Telco
Change Management (Scale)
Scale of Change
Collaborative
Consultative
Directive
Coercive
Style of Change Management
Modular
Fine
Incremental
TransformTuning Adjustment
ation
PARTICIPATIVE
EVOLUTION
Corporate
Transformation
CHARISMATIC
TRANSFORMATION
Use when organisation is in Use when organisation is
fit but needs minor
out of fit, there is little time
adjutment, or it is out of fit for extensive participation
but time is avaiblable and butthere is siport for radical
key interrst groups favour
change within the
change.
oganisation
FORCED
EVOLUTION
DICTATORIAL
TRANSORMATION
Use when organisation is in When organisations out of
fit, but needs minor
fit, no time for extensive
adjustment, or is out of fit
participation and no
but time is avaiiable but
support within the
key interst groups oppose
organisation for radical
change.
chnage, but radical chage is
vital to organisational
survival and fulfilment of
basic mision.
Change Management (Barriers)

WAIT THEM OUT
In time they should
eventually go away if you
persist

WEAR THE DOWN
Keep pushing, keep arguing
and again persistence should
prevail.

APPEAL TO HIGHER
This can be higher
management r a set of vale or
standards.
AUTHORITY

INVITE THEM IN
Co-opt them into a steering
group.

SEND EMISSARIES
Ask friends in whom you
know the resistors believe to
talk to them and convince
them.

DISPLAY SUPPORT
Make sure you people are
present and vocal at key
meetings.

REDUCE THE
Make changes where possible
in areas that are particularly
damaging to key individuals
and groups.
STAKES

WARN THEM OFF
Let them know that senior
manager and other key actor
will challenge their dissent.
How do I fit in?
P e rs o n a l P o w e r
A p p re c ia tio n
In flu e n c e
A u th o rity
THANK YOU
Questions