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CTT Product Updates with Catherine Clothier

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2016 CTT International Conference:
Barrett Values Centre team shares CTT Product updates with Catherine Clothier

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CTT Product Updates with Catherine Clothier

  1. 1. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 1 Products and Services Update
  2. 2. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 2 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
  3. 3. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 3 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 2016 Duke University and Columbia University 2015 Research Deloitte Human Capital Trends 2016 PWC 2013 Culture and Change Management Survey
  4. 4. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 4 Report Updates
  5. 5. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 5 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) accountability 35 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 = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organizational S = 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) accountability 36 4(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) 7 6 5 4 3 2 1 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
  6. 6. 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 Fitness External Stakeholder Relations Evolution Trust/ Engagement Direction/ Communication Supportive Environment Societal Contribution Culture Desired Culture Values patient satisfaction continuous improvement accountability teamwork employee fulfillment information sharing open communication employee satisfaction compassion employee recognition Values Jumps trust blame-free positive attitude honesty Potentially Limiting Values bureaucracy internal competition empire building long hours short-term focus caution complacency control blame silo mentality information hoarding confusion hierarchy unethical job insecurity insensitivity 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
  7. 7. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 7 New tools and perspectives
  8. 8. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 8 Options from your control panel Running and receiving IVA plots Customising the layout and look of your survey Sending in new project requests
  9. 9. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 9 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
  10. 10. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 10 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
  11. 11. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 11 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

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