Shaping a culture that drives organisations` results

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Shaping a culture that drives organisations` results
Shaping a culture that drives organisations’
results
Lesley Abery, Mercuri Urval
Robert Ingram, Capgemini
“
Our Challenge:
How do each of us build the right leadership teams
to drive our organisations forward?
Cultural factors that make the leadership challenge
SO different
Generic characteristics of good leaders
How the emphasis on each characteristic can vary
between organisations
Cultural/organisation specific leadership qualities –
unique and powerful
Bringing it out in the open to strengthen the culture
we need
Where can we start?
Outside-in Thinking
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Formulate
Strategy
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Value
C
L RelationI
ship
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Value
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Inside-out Action
Relationship
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Implement
Strategy
Manage
Operations
Manage
External
Relations
What do we need?
Formulate Strategy
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Make strategic choices
Business
Position in market
Competition
Clients
– Value
– Relationships
Capabilities
Implement Strategy
Lead the transformation process
Communicate the vision and strategy
Motivate people to participate and take
action
Reinforce progress
Shape new behaviour and culture
Manage Operations
Make things happen in daily business
Build and utilise company-wide capabilities
Drive the value-creation process for results
Manage External Relations
Build and maintain positive relations with
external stakeholders (non-customers)
Shareholders
Financial community
Media and opinion leaders
Politicians and unions
Community and Public institutions
International organisations
Strategic Capability
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& R
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Scope
Analytical insight
Judgement
Focus
Timing
Leadership Ability
Credibility
Empathy
Ability to inspire and energise
Influence
Resilience
Operational Skills
Understanding Value-Creation of
Resources
Understanding Value Creation of People
Commercial agility
Drive for result
Stakeholder
Management Ability
Communication skills
Integrity
Assertiveness
Spotting the Change Agents
Capability
What it is
Ambition
Need to achieve
Motivation
Engagement
Commitment to
organisation’s goals
Operational Problem
Solving
Level of Behavioural Impact
1-2
3-4
5-6
7-8
wants to get ahead,
create career
seeks to be part of or
lead successful teams
orientates self and team
towards most effective
parts of organization
specializes self or team
in area of maximum
personal/team impact
has clear goals
contextualised to the
organisation
shares/shapes
organisational goals with
team
coordinates team
agenda in organization
adopts and adapts org.
goals to marketplace
situation
can see the problem and
possible solution
can articulate problem to
get useful input from
team
can create organisationwide systemic solutions
can adapt solutions to fit
different parts of market
can see some
challenges and how they
may interlink
can get others to see
how challenges interlink
and in what direction
solutions lie
can articulate the
strategic nature of the
challenges and propose
systemic, durable
solutions – that can be
adopted by the whole
organization
can see and utilize the
links between challenges
and market opportunities
– for tomorrow and the
future
understands the needs
and moods of others with
few cues
is able to get others to
relate to each other in
more efficient ways
is able to map and use
interpersonal skills with
key stakeholders
is able to connect
internal and external
interpersonal skills of key
stakeholders to create
synergy
can get people to open
up
can get people to
interact and follow same
goals
can turn people into
proponents of the
common goal and work
in unity
can make people and
whole organizations
adopt and actively
pursue the same goals
knows, accepts and
utilizes own strengths
and weaknesses
chooses the role best
suited to self in group
knows how to utilize self
awareness to create
synergy with groups of
others
can see self in several
roles over many years –
and uses this insight for
continued career
motivation
knows how to exercise
self-dicipline
knows how to pace self
in relation to colleagues
knows when to maximize
impact of self on
group/organization
chooses the right battles
to fight and the right
allies to show loyalty to
Seeks short term solutions
Problem
Solving
Strategic Problem
solving
Seeks long term solutions
that may provide synergy
Empathy
Ability to understand others
Social Skills
Relational
Competency
Ability to navigate amongst
others efficiently
Self Awareness
Conscious of own
personality traits and
behaviours
Self Regulation
Ability to control own
emotions and behaviours
Understanding the gap
6
Cultural Factors at Play
Cultural Dimensions
Disciplined:Entrepreneurial
Formal:Creative
Regulated:Free
Conservative:Radical
Risk averse:Risk based
Short term:Long term.
Cultural Factors at Play
Cultural Dimensions
Determining factors
Disciplined:Entrepreneurial
Formal:Creative
Regulated:Free
Conservative:Radical
Risk averse:Risk based
Short term:Long term.
History
Sector
Product life cycle
Regulation
Ownership structure
Customer loyalty
Price sensitivity
Technology sensitivity
Capital investment
Leadership styles and demands vary widely
….across sectors
Leadership styles and demands vary widely
… even within an industry
Leadership styles and demands vary widely
…even between friends…!
The Capgemini Example
La Niaque
Business Pioneer
Profit Shaper
People Leader
Business
Pioneer
Profit
Shaper
Peop
le
Lead
er
“
Collaboration
Leadership Profile
Business Pioneer
New clients/markets
territories, push/proactivity, cooperation,
business makers,
business intuitiveness,
sense of timing
La Niaque
Profit Shaper
Risk awareness,
operational excellence,
delivery excellence,
turning business into
GOP
People Leader
Leading people, ensuring
employability of
onshore/ offshore
colleagues, being
inspiring, instilling
excellence to my
people, at ease in
cross-cultural context
Business
Pioneer
Business Pioneer
Profit Shaper
Profit
PeopleShaper
Leader
People
Leader
Collaboration
Leadership Profile
Business Pioneer
New clients/markets
territories, push/proactivity, cooperation,
business makers,
business intuitiveness,
sense of timing
Profit Shaper
Risk awareness,
operational excellence,
delivery excellence,
turning business into
GOP
People Leader
Leading people, ensuring
employability of
onshore/ offshore
colleagues, being
inspiring, instilling
excellence to my
people, at ease in
cross-cultural context
Collaboration
La Niaque
Business
Pioneer
Business Pioneer
Profit Shaper
Profit
PeopleShaper
Leader
People
Leader
Collaboration
The capacity / energy / will to build
bridges and develop multiplayers positions.
Leveraging Capgemini capabilities
for the benefit of all.
Resisting mercenary / isolationist
positions – even when they
could be faster or simpler – to
enable full development of the
organisation’s and the team’s
potential.
Leadership Profile
La Niaque
Creates a sense of urgency. Displays positive energy, a
hunger for success, and never gives up. The ability to
mobilize clients and teams, strong resilience and drive
to overcome obstacles, the winning fire.
Business Pioneer
New clients/markets
territories, push/proactivity, cooperation,
business makers,
business intuitiveness,
sense of timing
Profit Shaper
Risk awareness,
operational excellence,
delivery excellence,
turning business into
GOP
People Leader
Leading people, ensuring
employability of
onshore/ offshore
colleagues, being
inspiring, instilling
excellence to my
people, at ease in
cross-cultural context
Collaboration
La Niaque
Business
Pioneer
Business Pioneer
Profit Shaper
Profit
PeopleShaper
Leader
People
Leader
Collaboration
The capacity / energy / will to build
bridges and develop multiplayers positions.
Leveraging Capgemini capabilities
for the benefit of all.
Resisting mercenary / isolationist
positions – even when they
could be faster or simpler – to
enable full development of the
organisation’s and the team’s
potential.
Shaping a New and Energised Culture….
‘Must-haves’ to create systemic culture change
A desire, drive and sponsorship from the top executive
A burning platform for change
An explicit statement of what good looks like in future and present
leaders – the ‘model behaviours’
An audit of current state vs. desired state - to identify the gap and
size and shape the challenge
Processes and criteria which reinforce the model behaviours
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Executive selection
Executive promotion
Talent Identification
Rewards and bonuses
Performance measurement
Exits and demotions
Identified inspirational heroes and quiet villains where there is
behaviour contrary to the model
Finding our optimum leadership profile for today
and tomorrow…
What basic shape does your current
culture drive?
Do you need to evolve your current basic
shape?
What additional culture specific factors
do you need to define?
Ideas, approaches and best practice on
setting out an explicit leadership profile
Opportunities
Risks