Cultural Development – Wie bekommen wir den Pudding an die Wand? Andreas Müller, Barbara Scheidegger, SWISS Matthias Meifert, HR Pepper 29.05.2015 Agenda • Nicht schon wieder: Ein HR-Projekt ohne Wirkung?! • Kulturarbeit zwischen Elfenbeinturm und Partizipation • Wege, den Pudding an die Wand zu bringen • Lessons Learnt 2 | SWISS@Hoffest 2015 Unternehmenskultur? 3 | SWISS@Hoffest 2015 Nicht schon wieder: Ein HR-Projekt ohne Wirkung? 4 | SWISS@Hoffest 2015 Commoditisation of aviation services increases the need to differentiate our services & products Lowest prices Easy booking Commodity Public transportation 5 | SWISS@Hoffest 2015 Limited differentiation Culture as part of the magic triangle enables us to differentiate our services Our corporate strategy calls for a motivated bestin-class team. Results from our employee survey show that elements of our culture are not consistent with this. We can do better. WHY We … …and help us move closer to our vision. … … … miss direction and thus have low trust towards the management. perceive the coordination of the work as low which leads to severe overload. perceive that the work environment and facilities don’t support high performance. feel that you do not listen to us. We are not involved in decisions and can’t contribute our ideas. feel we are not all in this together. miss recognition. Foster motivated best-in-class team … … WHAT Current and target culture will be described, gaps identified and measures to close gaps implemented. CURRENT CULTURE ? Analyze different aspects of the SWISS culture from Identify relevant different perspectives and gaps derive hypotheses ✔ TARGET CULTURE Define characteristics of a culture that supports strategic goals Close gaps with concrete measures Driving forces for culture shift & stabilisers for sustainable change 6 | SWISS@Hoffest 2015 Kulturarbeit zwischen Elfenbeinturm & Partizipation Starker Vorstand schlanke Organisation Partizipation «Just do it» à Methodenmix! 7 | SWISS@Hoffest 2015 Wege, den Pudding an die Wand zu bringen Overview time today 09.02. – 31.05. 1.06. – 28.06. 29.06.–31.08. Implementation Formulation action plan Gap analysis Development of target culture Analysis of current culture • Description of current culture in terms of artefacts and values - SWISS culture - Sub cultures • Shared perspectives on current culture Milestones Kick-off week 7 8 9 February 8 | SWISS@Hoffest 2015 • Identified gaps • Described & evaluated gaps • Levers of cultural change • Prioritised fields of action • Measures per field of action - driving measures, project specific - stabilising, on going • Change indicators & KPIs • Passed implementation plan • Description of target culture in terms of artefacts and values • SWISS-specific culture vision shared by management • Operationalisation of target Gap analysis culture in terms of Target culture behavioural anchors Current culture Action plan Fields of action Project set up 10 11 12 13 March 14 15 16 17 18 19 20 21 22 April May 23 24 25 26 27 28 29 30 31 32 33 34 June July August 35 36 37 September Wege, den Pudding an die Wand zu bringen Competing Values Framework: Überblick Individualität Flexibilität Kultur Typ: CLAN-Kultur Kultur Typ: ADHOCRACY (flexible Organisationsform) Orientierung: ZUSAMMENARBEIT Führungstyp: Vermittler Mentor Team orientiert Orientierung: Führungstyp: GESTALTUNG Innovator Unternehmer Visionär Treiber: Commitment Treiber: Weiterentwicklung und hohes Commitment schaffen Effektivität Innovative Ergebnisse Transformation Agilität Was schafft Effektivität: Innovation, Vision & Wan-del schaffen Effektivität Kultur Typ: HIERARCHIE-Kultur Kultur Typ: MARKT-Kultur Orientierung: Führungstyp: KONTROLLE Koordinator Organisator Überwacher Orientierung: Führungstyp: WETTBEWERB Wettkämpfer Produzent Antreiber Treiber: Effizienz Treiber: Marktanteile Kommunikation Entwicklung Was schafft Effektivität: Interne Belange Konsistenz Zielerreichung Gleichförmigkeit Was schafft Effektivität: Kontrolle, Effizienz und leistungsstarke Prozesse schaffen Effektivität Profit Was schafft Effektivität: Stabilität Stability Kontrolle control 9 | SWISS@Hoffest 2015 Externe Positionierung Aggressiver Wettbewerb und Kundenfokus schaffen Effektivität (Cameron, Quinn, DeGraff & Thakor, 2006) Current Culture corresponding artifacts (preliminary results) Artifacts elcome w m r a w to new ues atgev co...llele eryone participate sepa r depa ation of rt by bu ements ilding s tely e l p m co nt differe & s opinon s action en betwe nt differe ent m e t r a dep Artifacts minor decisions are presented to the MB 10 | SWISS@Hoffest 2015 Artifacts little acce p expe tance of rt‘s v oice Artifacts Top ment e g a n Ma e not r a s e offic ially espec d from te separa ices ff other o monthly reports of KPIs with a focus on profitability decis i alwa ons not ys on fa based c figur ts and es Lessons learnt Bezug zum Business herstellen Es gibt immer verschiedene (Sub)Kulturen! TopManagement Support ist wichtig aber nicht alles! Kulturveränderung beginnt mit der Analyse! Externe Perspektive ist sehr empfehlenswert! 11 | SWISS@Hoffest 2015 Geduld & Flexibilität ist gefragt Thank you
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