Product Type: Market Research Report
Published by: Business Intelligence
Published: August 1999
Product Code: r125-021Description Drawing on the experiences of organisations that have successfully transformed corporate culture, Driving Corporate Culture for Business Success provides a best practice template for building an adaptive, dynamic corporate culture that supports your organization's business goals. Discover how to create a nimble, high-performing culture that can be redefined and re-focused to meet ever-changing customer and marketplace demands. A detailed blueprint for transforming corporate culture
This report reveals the critical success factors in creating a strategically focused corporate culture.
Table of Contents Author Profile
Acknowledgements
Preface
Chapter 1: Introduction
Section A: Context
Section B: Change Failure Rates
Section C: The People Factor
Section D: Definitions of Culture
Section E: Success Examples
An Adaptive Culture
Section F: Culture and Corporate Strategy
Dramatic Change
Section G: Key Success Factors
Case Study: Continental Airlines
Chapter 2: Corporate Culture: The Key to Successful Business Transformation
Executive Summary
Section A: Context
Section B: Research Findings
'Culture and Change Management' Survey Findings
Harvard Research
The Financial Impact of Employee Satisfaction
The Cost of Culture
Section C: Aligning Corporate Culture with Strategic Goals
Case Study Examples
Where Culture Fits with Strategic or Change Objectives
Section D: Culture and Change Objectives
Section E: Creating an Adaptive Culture
Case Report: Bulgari
Comparing Adaptive and Unadaptive Cultures
Fashioning a 'High-performance' Culture
Section F: Orchestrating Culture
Section G: Conclusion
Key Learning Points
Case study: Inland Revenue Accounts Office
Chapter 3: Culture And Change Management: Exclusive Research
Executive Summary
Section A: Ten Key Findings from the 'Culture and Change Management' Survey
Section B: Context
Questionnaire Format
Subjectivity
Section C: Rating your Current Corporate Culture
Cultural Characteristics
Discussing Culture
Owning the Culture
Corporate Values
Cultural Alignment to Strategic Objectives
Supporting Key Activities
Change Mechanisms
Section D: Managing Corporate Culture
Cultural Statements
Section E: Changing Corporate Culture
Actions to Change Corporate Culture
Communications
Timetabling Cultural Change
The Use of Consultants
Cultural Change Enablers
Culture Change Results
Key Problems and Lessons
Section F: Conclusion
Key Learning Points
Case Study: Millennium Inorganic Chemicals
Chapter 4: Leading Culture Change: The Role of the CEO And the Senior Management Team
Executive Summary
Section A: Context
Case Study Examples
Section B: Research Findings
'Culture and Change Management' Survey Findings
Harvard Research
Section C: The Role of the Senior Management Team
Case Study Examples
Case Report: Western Provident Association
Role Models
Section D: Senior Managers as Communicators
Section E: Changing Senior Management Behaviour
Case Report: BT Northern Ireland
Case Report: KFC
Statements of Leadership Behaviour
A New Model for 21st Century Leadership Behaviour
Section F: Value Statements
Research on Values
Case Report: General Electric
Case Study Value Examples
Values Questionnaire
Section G: Vision and Mission Statements
A Good Vision
Case Report: Ernst & Young
Section H: Conclusion
Key Learning Points
Case Study: KFC
Chapter 5: Assessing the Cultural Challenges
Executive Summary
Section A: Context
Section B: Assessment Tools
Employee Opinion Surveys
Senn-Delaney Corporate Culture Profile
ODI Alignment Diagnostic
Case Report: DSM Resins
Normative Systems Culture Change Process
Section C: Involving Stakeholder Groups
Customer surveys
Section D: Geographical and Subcultural Considerations
National Cultures
Subcultures
Section E: The Unwritten Rules of the Organization
Section F: Resistance to Change
Pro-change and Anti-change Forces
Section G: Conclusion
Key Learning Points
Case Study: DSM Resins
Case Study: Superdrug
Chapter 6: Frameworks For Implementing And Driving Culture Change
Executive Summary
Section A: Context
Section B: Unfreezing and Refreezing Cultures
Section C: Involving the Whole Employee-base
Warning
Case Study Examples
Case Report: Anglian Water Services
Case Report: Siemens Nixdorf
Siemens Nixdorf: Ten Key Lessons
Section D: Change Agents and Facilitators
Case Study Examples
Case Report: Transco
14 roles for a Change Agent
Section E: The Aligning Power of Measurement
Case Report: Federal Express
Case Report: Motorola
Strategic Implementation Frameworks
Case Report: Whirlpool Europe
Case Report: Inland Revenue Accounts Office
Employee Opinion Surveys
Section F: Conclusion
Key Learning Points
Case Study: BT Northern Ireland
Case Study: Siemens KWU
Chapter 7: Aligning Human Resources Management with Corporate Culture
Executive Summary
Section A: Context
What's In It For Me?
Section B: The Role of the HR Function
Being Customer-focused
Section C: Research Findings
'Culture and Change Management' Survey Findings
Harvard Research
The Global Needs of Employees
Case Study Examples
Mutually Reinforcing Practices
Section D: Recruitment
Case Report: Western Provident Association
Case Study Examples
Section E: Performance Appraisal
Upwards Appraisal
360 Degree Appraisal
Team-based and Individual Appraisal
Section F: Career Development
Case Report: Transco
Training
Investor In People (IIP)
Section G: Recognition and Incentives
New Heroes
Car Incentives
Bonus Plans
Section H: Compensation
Pay as an Inhibitor of Change
Pay Research
Case Report: Yorkshire Water
Compensation Transparency
Section I: Conclusion
Key Learning Points
Case Study: Hyundai Car (UK) Ltd
Chapter 8: The Communication Imperative - Messages, Media And Practices
Executive Summary
Section A: Context
Section B: Research Findings
Language
The Efficacy of Communications
Section C: The Role of Senior Management
Case Study Examples
Communicating Bad News
Case Report: Continental Airlines
Section D: Internal Communication Plans
Segmenting Audiences
Case Study Examples
Section E: Communicating Strategy
The Balanced Scorecard
Section F: Communication Mechanisms
The Efficacy of Face-to-Face Communication
Case Study Examples: Enthusing the Employee-base
A Variety of Communication Tools
Section G: Electronic Communications
Case Report: BBC Worldwide
Case Study Examples: Knowledge-sharing
Knowledge, Communications and Culture
Section H: Conclusion
Three Stages of Communication
Key Learning Points
Case Study: Ernst & Young
Chapter 9: Mergers And Acquisitions - The Cultural Challenge
Executive Summary
Section A: Context
Section B: Merger and Acquisition Activity
Key Drivers for Increased Activity
Levels of M&A Failure
Failure Examples
Why Culture is Overlooked
Section C: The Role of the CEO
Creating a New Vision
Section D: The Victor Versus Vanquished Mentality
Roffey Park Research
Section E: Cultural Due Diligence
Undertaking a Cultural Audit
Alignment Diagnostic
Case Report: Ernst & Young
Section F: Merger Integration
Case Report: GE Capital
Section G: Integrating Human Resources Mechanisms
Compensation and Benefits
Case Report: Hoeschst Marion Russell
Section H: Internal Communications
How Not to Communicate
Losing Key Staff
Case Report: Bristol & West
Case Report: Lehigh Portland Cement Company
Section I: Conclusion
Roffey Park 10 Key Learning Points
Key Learning Points
Case Study: Lehigh Portland Cement Company
Chapter 10: Conclusions And Key Learning Points
Executive Summary
Section A: Context
Section B: In Support of Corporate Strategy
Case Study Examples
Section C: The Role of Senior Management
Case Study Examples
Value Statements
Culture as a Corporate Asset
Delivering Shareholder Value
Section D: Assessing the Existing Culture
Subcultures
Creating a Gap Analysis
Section E: Creating a 'Line-of-Sight'
Strategy Implementation Frameworks
Section F: Aligning Human Resources
Section G: Internal Communications
Case Study Examples
Section H: The Cultural Factors of Mergers and Acquisitions
Section I: Tomorrow's High-performance Cultures
Speed and Flexibility
Accountability
New Leadership Traits
Stakeholder Relations
A Healthy Cultural Mind
Appendix - Listings
References
Index
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