CTT Product Updates with Catherine Clothier

Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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Products and Services Update


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Is the message getting across?86% of leaders believe

culture as an important or very important issue.

Deloitte Human Capital Trends 2016

91% of executives believe that culture is important

to their firms.

Duke University and Columbia University 2015 Research

84% of leaders believe that culture is critical to their organisation’s success.

60% think culture is more important than strategy or

operating model.

PWC 2013 Culture and Change Management Survey

86% of board members say culture is fundamental of very important. 92% say that investing in culture

has improved financial performance.

EY FTSE 350 Board Directors Survey


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What are they doing about it?

28% report that they understand their

organization’s culture.

5% said their own corporate culture was exactly where it needed to be. 92% said they believed improving

their firm’s corporate culture would improve the value of the company.

12% believe their organizations are excellent at effectively driving the desired

culture.51% believe their culture needs a major overhaul.

Deloitte Human Capital Trends 2016Duke University and Columbia University 2015

Research

Deloitte Human Capital Trends 2016 PWC 2013 Culture and Change Management Survey


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Report Updates


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Health Organization (64)

control (L) 26 1(R)

information hoarding (L) 24 3(R)

teamwork 23 4(R)

confusion (L) 21 3(O)

cost effectiveness 21 3(O)

job insecurity (L) 20 1(O)

bureaucracy (L) 19 3(O)

patient satisfaction 19 2(O)

professionalism 18 3(O)

accountability 16 4(R)


employee satisfaction 31 2(O)

teamwork 29 4(R)

continuous improvement 27 4(O)

compassion 26 7(R)

employee recognition 26 2(R)

information sharing 26 4(O)

patient satisfaction 24 2(O)

employee fulfillment 20 6(O)

open communication 20 2(R)

Values PlotCopyright Barrett Values Centre

I = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganizationalS = Societal

Matches

PV - CC 1

CC - DC 3

PV - DC 1[unsatisfied]

Cultural Entropy:Current Culture

32%

honesty 39 5(I)

dependability 38 3(R)


caring 35 2(R)

compassion 32 7(R)

family 25 2(R)

humor/ fun 24 5(I)

positive attitude 20 5(I)

balance (home/work) 19 4(I)

listening 18 2(R)

respect 18 2(R)

trust 18 5(R)

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7654321

IRS (P)=4-8-0 IRS (L)=0-0-0 IROS (P)=0-2-3-0 IROS (L)=0-2-3-0 IROS (P)=0-5-5-0 IROS (L)=0-0-0-0

5% 5% 7% 9% 6%5% 9% 6% 9% 15% 13% 9% 2%4% 7% 7% 10% 28% 20% 21% 3%

Business Needs Scorecard- Values DistributionCopyright Barrett Values Centre

Health Organization (64)

Positive Values - Current Culture Positive Values - Desired CultureCultural Entropy: Current Culture

Finance FitnessExternal

Stakeholder Relations

Evolution

Trust/ Engagement Direction/ Communication

Supportive Environment

Societal ContributionCulture

Desired Culture Values patient satisfaction continuous

improvementaccountabilityteamworkemployee fulfillment

information sharingopen communication

employee satisfactioncompassion

employee recognition

Values Jumps trustblame-free

positive attitudehonesty

Potentially Limiting Values

bureaucracyinternal competitionempire building

long hours

short-term focuscaution

complacency

controlblame

silo mentality

information hoardingconfusionhierarchy

unethical

job insecurityinsensitivity

exploitation

This diagram shows the percentage of all values across the BNS areas. The table indicates the top Desired Culture values and Values Jumps in the areas where more focus is requested, and all the potentially limiting values.

BNS- Values Distribution


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New tools and perspectives


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Options from your control panelRunning and receiving IVA plots

Customising the layout and look of your survey

Sending in new project requests


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Additional Perspectives- CVA

• Summary of report information to aid data analysis

• Linking to other surveys- e.g. engagement

• Looking at results through other lens e.g. risk, core competencies, innovation

• Multiple perspectives e.g. organisational & team culture

• Additional questions to widen scope

• Individual survey links for each participant

• Customer/ Supplier Assessment


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Additional Perspectives Cont’d• Leadership Assessments

– Group plots– Demographic plots– Additional questions

• Leadership Development Report (LDR)– Version for non-leaders (IDR- Individual)– Leadership Evolution Report for ongoing coaching


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New and Future Developments• Move from P1 & P2 training to Practitioner

training• Running own reports for CVA’s• BVC sending emails for LVA/ LDR/ IDR• Leadership Team Values Assessment (LTVA)• ‘Real-time’ culture information

CTT Product Updates with Catherine Clothier

Presentations & Public Speaking