to help impact organizational innovation and … · 2019-10-10 · how hr leadership can shape and...

HOW HR LEADERSHIP CAN SHAPE AND SUPPORT ORGANIZATIONAL CULTURE AND CORE VALUES…

INCLUDING DIVERSITY AND INCLUSION…

TO HELP IMPACT ORGANIZATIONAL INNOVATION AND OUTCOMES.

Carlos Antonio Viera, PhD, SPHR, SHRM-SCP

Health and Public Services

Accenture

Friday, October 4, 20195:00pm to 6:00pm

About Accenture…

Accenture is a leading global professional services company, providing a broad range of services and Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions — underpinned by the world’s largest delivery network — Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With 477,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at: www.accenture.com.

Copyright © 2019 Accenture. All rights reserved.

WHAT IS ORGANIZATIONAL CULTURE?

What are the factors that help shape, maintain and sustain organizational culture?

A High Performing Organizational culture…

Looks like… Sounds Like… Feels Like…

“Great leaders create great cultures regardless of the dominant culture in the organization.” ― Bob Anderson, Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Result

“Organizational culture is simply the response of an organization to its political influences, both internal and external.” ― Larrie D. Ferreiro

WHAT THOUGHT LEADERS HAVE SHARED:“The first step to solving any problem is to accept one’s own accountability for creating it.” ― Stan Slap

“Authentic leaders inspire us to engage with each other in powerful dreams that make the impossible possible. We are called on to persevere despite failure and pursue a purpose beyond the paycheck. This is at the core of innovation. It requires aligning the dreams of each individual to the broader dream of the organization.” ― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead

https://www.goodreads.com/work/quotes/46270595

https://www.goodreads.com/work/quotes/45258929

ValuesThe things we believe are most important

We have some awareness of our own values, but they are largely invisible to others

“The way we do things around here”

It is through these actions and practices that behaviors become observable, measurable and actionable.

While the underlying mindsets and values are unconscious and therefore not visible, we can only interpret the more visible behaviors.

This differentiates us from competitors.

MindsetsThe assumptions we hold about the way the world is

These are often invisible to us and to others – the things we take for granted

Behavior, Action & PracticeThe outward signs of culture

They are informed by underlying values and mind-sets

CULTURE IS THE SUM OF HOW PEOPLE IN THE ORGANIZATION ASSUME, BELIEVE, AND ACT

CULTURE DIRECTLY AFFECTS HOW PEOPLE PERCEIVE & DELIVER THEIR ORGANIZATION’S STRATEGY

VALUES, MINDSETS AND BEHAVIORS ARE THREE KEY COMPONENTS OF ORGANIZATION CULTURE

CULTURE BUSINESS OUTCOMES & BENEFITS

MINDSETS VALUES BEHAVIORS

• Productivity

• Customer satisfaction

• Returning customers

• Time to market

• Profits / Margin

• Revenue growth

• Market share

• Operational effectiveness

• Collaborative

• Strategic Alignment

• Customer-centric

• Agile

• Strategic intent

• Vision

• Purpose

RESEARCH NUMBERS

Companies with strong cultures saw a 4x increase in revenue growth. (Source: Forbes)94% of executives and 88% of employees believe a distinct workplace culture is important to business success. Via Deloitte.Only 19% of executives believe their company has the ‘right culture’. (Source: Deloitte)

https://www.forbes.com/forbes/welcome/?toURL=https://www.forbes.com/sites/johnkotter/2011/02/10/does-corporate-culture-drive-financial-performance/&refURL=&referrer=#7e9e97517e9e

https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-core-beliefs-and-culture.pdf

https://www2.deloitte.com/content/dam/Deloitte/be/Documents/human-capital/gx-dup-global-human-capital-trends-2016.pdf


CURIOUS

We are EXPLORATIVE.

We never stop exploring. We never stop learning.

We are DRIVEN BY THE FUTURE.

We are in a continuous search for ‘the new’.

We have FUN.

Fun is embedded in our daily work.

Copyright © 2018 Accenture. All rights reserved. 8


EMPOWERING

We are PROGRESSIVE.

We aim to become the leaders we always wanted to

have and the best versions of ourselves. We lead by

example.

We LISTEN to each other.

We give importance to everyone’s opinion

independent from their seniority level. We utilise our

collective wisdom.

We work as ONE TEAM.

We succeed as one team. We believe in us. We share.


INCLUSIVE

We believe in DIVERSITY.We are how we are and we take you as you are

independent from race, ethnicity, age, background, religion, gender, sexual orientation, personality.

We SUPPORT each other.We care about each other. Every single one counts.


HONEST

We are AUTHENTIC.

We stay true to our words. We keep our promises. We

don’t make promises we won’t keep.

We have INTEGRITY.

We communicate the truth and do the right thing no

matter what.

We are TRANSPARENT.

We are open. We don’t hide things from each other.


EVOLVING

We are ADAPTIVE.We embrace the unknown and evolve with the pace of change. Our craft also evolves with the pace of change.

We are a LIVING BUSINESS.We are in constant movement and we are part of a never ending process.


DEDICATED

We are COMMITTED.We put our hearts to work. We go all in everyday.

We always give our BEST to our work.We are not afraid of being the best. We want to be

the masters of our craft.

We are PURPOSE-DRIVEN.We don’t let anyone draw borders around our

playground. We believe in what we do and if we don’t, we iterate. We don’t work on something we don’t believe in. We either say no or we change it.


BOLD

We are NOT AFRAID OF FAILURE. We quickly translate failures into learnings.

We aim for POSITIVE IMPACT.We own the impact that we create.

We put ourselves into the SHOES OF OUR CLIENTS.We help our clients solve their real problems, we show them how to do it.

14


VISIONARY

We are INNOVATIVE.We think in the long run. We want to change the world.

We create DISRUPTIONwith what we do, how we do it and how we talk about it.

We have COURAGE.We navigate through ‘the new’ courageously and take our clients on this journey with us.

15

A NEW INDUSTRY X.0 CULTURE

WE GO BEYOND.

Infusing every part of

our organisation

MEANINGFUL

VALUES

Binding our people

together and bringing

our culture to life

SHARED

RITUALS

“It’s the way we do

things around here”

NEW WAY

OF BEING

16Copyright © 2018 Accenture. All rights reserved.

A culture that sustains and supports innovation is one that encourages reasonable risk and uncertainty in the goal of more profitable products and services. It is a culture that is based on experimentation and discovery.

As leaders and teams change, and as the environment rapidly evolves, culture is often the only aspect that does not have external dependencies, and can be the best way to enable long-term success. An entrepreneurial culture helps to create a source of sustainable competitive advantage.

By shaping the organizational values and constructing social reality, good leaders know that healthy cultures develop when people not only hear about the values of the organization but experience them firsthand.

Great cultures are built by a team's commitment and when individual efforts are rewarded. In order to establish a good corporate culture, learn to reward both individuals and groups for company breakthroughs.

ORGANIZATION CULTURE IS PARTICULARLY IMPORTANT AS IT:

COMPONENTS OF A GOOD CULTURE• Contributes to the identify and values of an organization ;

• Helps to attract better talent and, more importantly, retain that talent; and

• Adds to an organization’s brand identity.

Corporate culture is what directs how people work and think, establishes risk tolerances and sets attitudes and behaviors. External research has hinted at some of the characteristics of a good culture:

INNOVATION

REWARDS

LEADERSHIP

ENTREPRENEURISM

INCLUSION STARTS WITH “I”

https://mediaexchange.accenture.com/id/0_yedk2m8v

https://www.accenture.com/us-en/about/inclusion-diversity-index#block-connectionsblock

Copyright © 2018 Accenture All Rights Reserved. Accenture Confidential Information. 18


https://www.accenture.com/us-en/about/inclusion-diversity-index#block-connectionsblock

Appendix 1:Culture Archetypes

TALENT-FOCUSEDTalent-focused cultures score top quartile on Growth & Rewards and Innovation Climate.

INNOVATIVEInnovative cultures are top quartile on Innovation Climate and Strategic Alignment.

COLLABORATIVECollaborative cultures are top quartile on Ethics & Collegiality.

ENTREPRENEURIALEntrepreneurial cultures are top quartile on Entrepre-neurism and Velocity & Adaptiveness.

VALUES-DRIVENValues-driven cultures are top quartile on Strategic Alignment and Trusting Leadership.

OUR RESEARCH SHOWS THAT HIGH-PERFORMING ORGANIZATIONS HAVE ONE OF THE 5 DIFFERENT TYPES OF CULTURESWe analysed the companies with top quartile performance in our database (i.e. the top 70 organizations) to understand what types of cultures enable success. Our research shows that high-performing organizations have one of the 5 different types of cultures

Talent-focused organizations are differentiated from the

others with their strong commitment to their employees’

growth, careers and recognition. They reward their people

fairly, encourage innovation and continuous improvement,

and create work environments with healthy people

dynamics.

Talent-Focused

Talent-focused organizations are differentiated from the

others with their strong commitment to their employees’

growth, careers and recognition. They reward their people

fairly, encourage innovation and continuous improvement,

and create work environments with healthy people

dynamics.

Talent-Focused

• People-centric

• Adaptable

• Growth-focused

• Continuous learning and improvement

• Empowering

• Innovative

• Opportunities for growth

• People-first approach

• Learning environment

• Attracting and retaining the best talent

• Valuing and recognizing employees’

contributions

• Career advancement and reward

opportunities

Common Mindsets

Organizational Practices

TALENT-FOCUSED CULTURE

EMPOWERING

EMPLOYEES

LEARNING FROM

MISTAKES

COMPETITIVE

COMPENSATION

CHALLENGE &

TRUST

TALENT

RETENTION

The company avoids micromanaging and trusts employees to do their best and in as creative ways as possible.

It goes out of its way to give employees challenging projects and then provides them the trust and support to help meet those challenges successfully.

Employees are given stock options so that they know they have both a stake and reward in the company’s success.

The company doesn’t use ratings that inhibit creativity and harms how teams work. It has gone numberless using the agile method i.e. breaking down projects into “sprints” immediately followed by debriefing sessions.Managers take on the role of a coach, letting employees set goals and determine how they should be assessed. Continual training and culture which promotes risk taking without fear of penalty is a part of the organization’s open company culture.

Innovative organizations are differentiated from the others

with their commitment to learning, innovation and

achieving organization’s mission. They ensure everybody

is aligned on the strategy and encouraged to test new

ideas to achieve strategic goals.

Innovative

Innovative organizations are differentiated from the others

with their commitment to learning, innovation and

achieving organization’s mission. They ensure everybody

is aligned on the strategy and encouraged to test new

ideas to achieve strategic goals.

Innovative

• Innovative

• Goal-focused

• Strategic

• Experimentation

• Transparent


• Continuous learning and improvement

• Opportunities to experiment and learn

• Clarity on the strategic goals and

desired outcomes

• Support for new ideas and innovation

• Healthy approach to taking risks

Common Mindsets


INNOVATIVE CULTURE

One of the most disruptive endeavors from the company is pioneering of

cloud computing's infrastructure as a service approach more than 10

years ago.

The innovation originates from an approach of focusing on customers’

needs. In its continued quest for innovation, it has made use of machine

learning and artificial intelligence (AI) in its Echo offerings.

From fulfillment centers to robotics to the pending introduction of drone

delivery, the company’s innovations continue to provide vision,

leadership, efficiency and value to customers.

The philosophy promotes the "two-pizza team" (meaning "keep the team

size small enough that it can be fed by two pizzas") approach to

development.

DISRUPTIVE

ACTIVITIES

CUSTOMER FOCUS

CONTINUOUS

INNOVATION

EFFECTIVE

PROCESS FOR

TEAMWORK

Values-driven organizations are differentiated from the

others with their trusting and collaborative approach that is

supported by the organization’s mission and goals. They

create work environments where people find meaning in

their job and work with each other to deliver organization’s

purpose.

Values-Driven

Values-driven organizations are differentiated from the

others with their trusting and collaborative approach that is

supported by the organization’s mission and goals. They

create work environments where people find meaning in

their job and work with each other to deliver organization’s

purpose.

Values-Driven

• Trusting and trusted

• Strategic

• Collaborative

• Purposeful


• Inclusive

• Ethical

• Trusting leaders

• Leaders who are trusted by their

employees

• Collaboration across the organization

• Meaningful work

• Shared values

Common Mindsets


VALUES-DRIVEN CULTURE

The leadership gives employees the tools to do their jobs while owning

their work, setting them up for success by stepping out of the way.

The company’s core values give all members of the organization a

common language and understanding of what ’’right” looks like.

By being a self-organized unit, employees aren’t tied to one area of the

company and are given the freedom to flex and support in ways that are

outside of their “box,”. This keeps the company innovative, efficient and

purposeful.

In their call center, employees don’t need to seek permission to override

policies or compensate for lapses in service delivery and make customer

happy.

TRUST

FREEDOM TO

INNOVATE

SHARED VALUES

FULFILLING JOBS

Entrepreneurial organizations are differentiated from the

others with their high levels of Entrepreneurism as well as

Velocity and Adaptiveness. They adapt to the changes in

their environment quickly and create work environments

that empower people to act as owners of their business.

Entrepreneurial

Entrepreneurial organizations are differentiated from the

others with their high levels of Entrepreneurism as well as

Velocity and Adaptiveness. They adapt to the changes in

their environment quickly and create work environments

that empower people to act as owners of their business.

Entrepreneurial

• Agile

• Ownership

• Can-do-attitude


• Adaptive

• Empowering

• Flexible processes

• Support for implementing new ideas/changes

• Inspirational leadership

• Quick decision-making

• Speed in developing new products and

services

• Continuous scan of the external environment

and effective responses to changing market

conditions

Common Mindsets


ENTREPRENEURIAL CULTURE

By looking outward, not inward, the company has encouraged employees to

solicit instruction and inspiration from their customers rather than from

their bosses.

The company does not judge people strictly by results; rather judge them

by the quality of their efforts. The organization wants people to take

intelligent business risks without also risking their compensation or their

careers.

It has empowered their employees at all levels to respond to the

customers. This serves not only as a source of great customer service, but

is also for sustained innovation.

It has maintained it’s entrepreneurial agility in the face of it’s increasing

size by flattening the organization and fragmenting the decision-making

process. Business units and product teams make decisions instead of

Executive Teams.

UNDERSTANDING

CUSTOMERS

EMPOWERED TO

INNOVATE

RISK-TAKING

FLEXIBLE

ORGANIZATION

Collaborative organizations are differentiated from the

others with their increased focus on collaboration,

inclusiveness, and healthy relationships. They create work

environments with where people feel equal, included and

recognized for their work.

Collaborative

• Inclusive

• Collaborative

• One team

• Equality

• Ethical

• Respectful

• Little or no emphasis on

ranks/titles/status

• Incentives that motivate cross-

department collaboration

• Effective team-work

• Emphasis on group-level achievements

• Open communication and transparency

among employees and managers

Common Mindsets


Collaborative organizations are differentiated from the

others with their increased focus on collaboration,

inclusiveness, and healthy relationships. They create work

environments with where people feel equal, included and

recognized for their work.

Collaborative

COLLABORATIVE CULTURE

Collaboration is a core part of the culture. Not having job titles or offices is

part of what the company does to help facilitate an open and collaborative

culture.

The organization tries to share as much information as possible with

employees when it comes to vision, strategy, and performance. 95% of

employees believe this has improved engagement and has helped them to

create a culture of trust, sharing, transparency, and vulnerability.

Ignoring the traditional organizational chart, the CEO walks around and

talks to whomever he wants regardless of their seniority. Nobody brings up

their seniority level in meetings.

Everyone works together and focuses on identifying themselves by their

responsibilities. This helped open up the lines of communication and

turn it into a two way street. Anyone can have an idea, or a suggestion,

and they all need to be taken seriously.

Technology enables employees to work in flexible hours and

environments which greatly impacts the overall quality of life for

employees.

VALUING

COLLABORATION

LEADING BY

EXAMPLE

FLAT

ORGANIZATION

TRANSPARENCY

COLLABORATIVE

TECHNOLOGY

Appendix 2: Culture Elements Explained

KEY CHARACTERISTICS: OPEN CLIMATE THAT VALUES LEARNING, CREATIVITY AND STRATEGIC RISK-TAKING

THE 8 CULTURE ELEMENTS EXPLAINED: INNOVATION CLIMATE

• Create original solutions for their business

• Value learning from mistakes

• Support experimentation

• Respected for their innovative approaches or solutions

• Encouraged to take risk

• Valued for their creativity and original ideas

HOW DO PEOPLE BEHAVE?

HOW DO PEOPLE FEEL?

AN ORGANIZATION’S INNOVATION CLIMATE IS MEASURED THROUGH THREE INDICATORS

SUPPORT FOR TAKING RISKSLEARNING FROM MISTAKES MANAGERS GENERATING NEW IDEAS

KEY CHARACTERISTICS: PEOPLE AND THEIR MANAGERS ACHIEVE GOALS THROUGH INFORMAL CHANNELS AND INFLUENCE

THE 8 CULTURE ELEMENTS EXPLAINED: ENTREPRENEURISM

FIXATION ON FINANCIAL

CONSIDERATIONS

INFLUENTIAL MANAGERSUNNECESSARY INTERNAL

CONTROLS

INSPIRATIONAL AND VISIONARY

MANAGERS

• Act as intrapreneurs - designing and implementing new ideas

• Find creative solutions to solve their organization's/unit's problems

• Test and learn quickly

• Inspired to take action

• Motivated to come up with new ideas

• Supported by the organization to drive new initiatives


HOW DO PEOPLE FEEL?

AN ORGANIZATION’S ENTREPRENEURISM IS MEASURED THROUGH FOUR INDICATORS

KEY CHARACTERISTICS: SPIRITED TEAM OF EQUALS COLLABORATE EFFECTIVELY AND ETHICALLY

THE 8 CULTURE ELEMENTS EXPLAINED: ETHICS AND COLLEGIALITY

CODE OF ETHICS TREATING OTHERS EQUALLY RAPID IMPLEMENTATION OF IDEAS

CLEAR UNDERSTANDING

OF BUSINESS GOALSCAMARADERIE AND TEAM SPIRIT EFFECTIVE COLLABORATION

• Respect each other

• Contribute to decisions equally

• Listen to and value everybody's opinion

• Collaborate with their colleagues

• Make ethical decisions no matter how difficult the situation is

• Respected for who they are

• Supportive of their team members

• Part of a community

• Equal – independent of their status in the organization


HOW DO PEOPLE FEEL?

AN ORGANIZATION’S ETHICS AND COLLEGIALITY IS MEASURED THROUGH SIX INDICATORS

KEY CHARACTERISTICS: PEOPLE DYNAMICS ARE HEALTHY AND MOTIVATING

THE 8 CULTURE ELEMENTS EXPLAINED: POWER DEPLOYMENT

ADDRESSING CONFLICT DIRECTLY

UNHEALTHY INTERNAL

COMPETITION EMPHASIS ON

STATUS/RANK/CONTROL

MANAGERS AS A REASON TO STAY

• Treat each other equally

• Address conflicts openly

• Relate to their colleagues genuinely – with no hidden agendas

• Equal – independent of their rank, job title, or status in the organization

• Supported by their team and managers

• In balance – thanks to the healthy dynamics in their workgroup/ organization


HOW DO PEOPLE FEEL?

AN ORGANIZATION’S POWER DEPLOYMENT IS MEASURED THROUGH FOUR INDICATORS

KEY CHARACTERISTICS: COMPENSATION AND CAREER PATHS MOTIVATE PERFORMANCE AND RETENTION

THE 8 CULTURE ELEMENTS EXPLAINED: GROWTH AND REWARDS

COMPENSATION PACKAGE VS

INDUSTRY

RETAINING BEST PEOPLE

ATTRACTING THEE BEST

PEOPLE ATTRACTIVE CAREER

ADVANCEMENT OPPORTUNITIES

COMPENSATION PACKAGE

• Do their best at work

• Value the opportunities provided by their organization

• Are loyal to their organization

• Involved in their organization's strategic priorities

• Have a sense of shared vision

• Likely to be motivated to contribute to their organization's goals


HOW DO PEOPLE FEEL?

AN ORGANIZATION’S GROWTH AND REWARDS IS MEASURED THROUGH FIVE INDICATORS

KEY CHARACTERISTICS: PEOPLE ARE TRUSTED BY LEADERSHIP AND THEIR MAANGERS TO ACHIEVE THEIR GOALS

THE 8 CULTURE ELEMENTS EXPLAINED: TRUSTING LEADERSHIP

TRUST IN EMPLOYEES

MANAGEMENT TRANSPARENCYEMPLOYEE EMPOWERMENT LEADERSHIP SUPPORT

• Take initiative

• Trust their leaders, peers, and subordinates

• Share their ideas freely

• Own problems and take responsibility

• Focus on outcomes rather than the process

• Support each other

• Trusted by their leadership

• Included in business decisions

• Supported by senior management

• Engaged


HOW DO PEOPLE FEEL?

AN ORGANIZATION’S TRUSTING LEADERSHIP IS MEASURED THROUGH FOUR INDICATORS

KEY CHARACTERISTICS: MANAGEMENT PRACTICES AROUND PRIORITIES AIM AT ALIGNMENT ACROSS THE ORGANIZATION

THE 8 CULTURE ELEMENTS EXPLAINED: STRATEGIC ALIGNMENT

OWNERSHIP OF THE

ORGANIZATION’S STRATEGIC

PRIORITIES

• They focus on their organization's strategic priorities

• They contribute to strategic decisions

• They are transparent about organizational issues and decisions

• Involved in their organization's strategic priorities

• Have a sense of shared vision

• Likely to be motivated to contribute to their organization's goals


HOW DO PEOPLE FEEL?

AN ORGANIZATION’S STRATEGIC ALIGNMENT IS MEASURED THROUGH THREE INDICATORS

LEADERSHIP AUTHENTICITY UNDERSTANDING OF THE

SHARED VISION

KEY CHARACTERISTICS: ORGANIZATION HAS A RAPID SENSE-AND-RESPOND CAPABILITY BASED ON EXTERNAL SCANNING AND AGILITY

THE 8 CULTURE ELEMENTS EXPLAINED: VELOCITY AND ADAPTIVENESS

MANAGEMENT’S INVESTMENT TIME TO MARKET UNDERSTANDING OF COMPETITORS

PROACTIVE LEARNING AND

ADAPTING RAPID RESPONSE FINANCIAL RESULTS

• Follow the trends and changes in their industry

• Learn new ways of doing things and experiment regularly

• Respond quickly to the changes in the business environment

• Encouraged to learn and try new things to stay ahead of competition

• Inspired to be proactive

• Supported by the management


HOW DO PEOPLE FEEL?

AN ORGANIZATION’S VELOCITY AND ADAPTIVENESS IS MEASURED THROUGH SIX INDICATORS

CultureDNA

CULTURE DIAGNOSTIC & NAVIGATION ASSET:CXO INTRODUCTION

CULTURE DNA

OVERVIEWAccenture’s Culture DNA is a validated assessment, which is developed based on years of research and analysis of more than 300 organizations’ culture. In addition to providing a benchmarked assessment of an organization’s “as-is” culture, Culture DNA uses advanced analytics models to predict which elements of the existing culture can contribute most to achieving the desired outcomes that the organization will have identified before the assessment.

DETAILSCulture DNA consists of four elements:

• A validated model of 8 “ways of working” to

assess culture, based on 36 indicators of culture.

• A benchmarking database of over 300 organizations.

• A pre-assessment workshop to identify the desired culture outcomes, customized questions to be added to the survey, and the demographic groups to compare in the analysis.

• A detailed Culture DNA Profile and Report, which provides details on:

• the scores for 36 indicators and 8 factors of an organization’s culture in comparison to relevant benchmarks (e.g. entire database of organizations/organizations in the same industry/truly agile organizations, etc.);

• the analysis that indicates which elements of culture have highest impact on the desired outcomes;

• detailed breakdown of results for different demographic groups;

• insights on cultural enablers or barriers for the desired change to identify what actions need to be taken in the short-, mid-, and long-term.

DESCRIPTIONCulture DNA assesses an organization’s culture based on eight validated ways of working that were found to have strong impact on achieving organizational goals. These 8 factors and the underlying 36 indicators can then be linked to the desired strategic/ cultural outcomes to better understand how the organizational culture is influencing the changes that the organization would like to implement.

Culture DNA enables leaders to diagnose their organization’s culture and understand how they can leverage their unique cultural attributes to realize change and business goals.

46

ACCENTURE’S CULTURE DNA MODEL CONSISTS OF 8 CULTURAL WAYS OF WORKING BASED ON EMPLOYEE BEHAVIORS, ACTIONS AND PRACTICES

GROWTH & REWARDSCompensation and career paths

motivate performance and retention.

INNOVATION CLIMATE

Open client, values learning, creativity and strategic risk.

STRATEGIC ALIGNMENT

Management practices around priorities aim at alignment.

TRUSTING LEADERSHIP

People are trusted by leadership and their managers to achieve their goals

POWER DEPLOYMENTPeople dynamics are healthy and motivating

VELOCITY & ADAPTIVENESSOrganization has rapid sense-and-respond capability based on external scanning and agility.

ETHICS & COLLEGIALITYSpirited teams of equals collaborate effectively and ethically.

ENTREPRENEURISMPeople and their managers achieve goals through informal channels and influence.

OVERALL CULTURE

TYPICAL BEHAVIORS ASSOCIATED WITH THE 8 CULTURE ELEMENTS– 28 PRACTICESAccenture’s Culture DNA model consists of 8 cultural elements based on 28 employee behaviors, actions and practices

POWER DEPLOYMENT

• Treat each other equally • Address conflicts openly• Relate to their colleagues genuinely –

with no hidden agendas

VELOCITY & ADAPTIVENESS

• Follow trends and changes in their industry• Learn new ways of doing things and experiment

regularly• Respond quickly to the changes in the business

environment

ENTREPRE-NEURISM

• Design and implement new ideas - act as intrapreneurs

• Solve their organization's/unit's problems creatively


ETHICS & COLLEGIALITY

• Respect each other• Contribute to decisions equally• Listen to and value everybody's

opinion• Collaborate with their colleagues• Make ethical decisions

• Do their best at work• Value the opportunities provided by

their organization• Loyal to their organization

GROWTH & REWARDS


• Value learning from mistakes• Support experimentation

INNOVATION CLIMATE

• Focus organization's strategic priorities

• Contribute to strategic decisions• Are transparent about

organizational issues and decisions

STRATEGIC ALIGNMENT

• Take initiative & Share their ideas freely• Trust their leaders, peers, and subordinates• Take responsibility and own problems• Focus on outcomes rather than the process• Support each other

TRUSTING LEADERSHIP

OVERALL CULTURE

THE CULTURE DNA ASSESSMENT CONTAINS EIGHT CULTURE ELEMENTS THAT DRIVE KEY ORGANIZATIONAL OUTCOMES. DIFFERENT COMBINATIONS OF THE ELEMENTS DRIVE DIFFERENT OUTCOMES.

CULTURE DNA ASSESSMENT

• A validated framework of 8 “ways of working” to assess culture

• Survey based on 36 questions aligned to 8 critical elements

• Benchmarks from an extensive dataset

• Room for customized questions depending on your context

• Possibility of exploring customised outcomes as per client requirements

55OVERALL

SAMPLE RESULTS COMPARED TO HIGH-PERFORMING CULTURE ARCHETYPES

TALENT FOCUSED INNOVATIVE VALUES-DRIVEN ENTREPRENEURIAL COLLABORATIVE

CULTURE PROFILE COMPARISON

CULTURE PROFILE DIFFERENCE SUMMARY[Sum of Percentile Difference]

The comparison charts below show in red where this sample client has gaps to the culture archetypes. The client’s results match mostly closely with the Values-Driven culture archetype and have the most gaps to the Collaborative culture archetype.

◼ Gap to Culture Archetype (Negative Difference)

◼ Score achieved by both sample client and Culture

Archetype

◼ Score achieved above Culture Archetype (Positive

Difference)

GROWTH &REWARDS

INNOVATIONCLIMATE

POWERDEPLOYMENT


VELOCITY &ADAPTIVENESS TRUSTING

LEADERSHIP

STRATEGICALIGNMENT

ENTREPRE-NEURISM

✓ Lowest Total Difference (Gaps + Surplus Scores)

CULTURE DNA ASSESSMENT AND OTHER ACCENTURE ORG ANALYTICS ASSESSMENTSCULTURE DNA ASSESSMENTWhen there is a need to better understand the culture of an organization. It helps to identify the cultural barriers or enablers for an organization to achieve its strategic objectives. Can be offered either as a standalone assessment, or together with Transformation GPS assessment.

TRANSFORMATION GPSWhen an organization is going through a change journey. It can help to take a baseline in the beginning of the journey, navigate the journey with insights and course-correct as needed during the journey.

COMPETITIVE ORGANIZATIONAL

AGILITY ASSESSMENTWhen the focus is primarily on improving an organization’s Competitive Agility to rapidly respond to the opportunities and challenges in its environment. Can be offered either as a standalone assessment, or together with Culture Assessment and/or Transformation GPS assessment.

ORGANIZATIONAL HEALTH ASSESSMENTWhen an organization aims to rewire itself for better performance outcomes. Used as a deep-dive into an organization’s effectiveness in multiple dimensions.

CULTURE TRANSFORMATION EXAMPLE: DIGITAL STRATEGY CHANGE

DISCOVER

The Culture DNA Assessment revealed

the areas of improvement for the client,

within the 8 culture elements.

As a next step, action planning took

place on the basis of the improvements

required.

Once these actions were put in place,

Transformation GPS (TGPS) was used

as a monitoring analytic asset to track

the transformation journey.

Discussions and workshops were

conducted with the client to understand

the pain-points and roadblocks for the

Digital Transformation program.

In the initial months, the Culture DNA

Assessment provided insights into the

organization’s as-is culture, as well as

insights compared to industry peers.

MONITORING THE PROGRESS OF THE TRANSFORMATION

ACTIONS AND INTERVENTIONS FOR CHANGE

Focused insights derived from TGPS

drivers led to the identification of

phased interventions and ‘hot spots’.

A comprehensive leadership

development program with focus on

behavior change was devised.

Future action items were also revealed –

such as the need for senior leaders to

lead by example.

Action plans were developed in line with

the recommendations to ensure the

transformation was progressing as per

the recommendations highlighted.

IN-DEPTH CULTURE DIAGNOSIS EXAMPLE: MERGER AND ACQUISITION

Company A

Company B

DIAGNOSE & ASSESS

As a next step, the type of Culture that

the Client wanted to become as a

merged organization was identified,

based on the scores obtained and how

close they were to an Entrepreneurial

Culture.

Steps were identified to align the present

culture of the organization with the

desired future culture.

Company A had good overall scores

across most elements and

Entrepreneurism emerged as the

dominant element for Company A.

Scores were lower on most elements for

Company B with Innovation Climate as

the dominant element.

A mismatch was seen between the

parent and acquired companies’

cultures.

DEFINE ASPIRATIONS

RECOMMENDATIONS AND PRIORITIZATION

For the organization to become an

Entrepreneurial Culture, leaders needed

to develop an inspirational leadership

style, be quick in decision making and

scan the external environment to be

constantly aware of changing market

conditions.

Additionally, it was recommended for

employees to follow an agile

methodology and take ownership of their

work, while being more customer

centric.

TYPICAL CULTURE DNA OFFERINGS

CULTURE TRANSFORMATION: CULTURE DNA ASSESSMENT & TRANSFORMATION GPS (18 - 24 WEEKS)

Culture DNA and Aspirations

TGPS (3-6 months) to track progress

Use TGPS as a monitoring tool

Set-up Data collection Analysis & Reporting

Breakthrough Thinking Session (full day)

Industry Analysis and Best Practice Research

Interviews

IN-DEPTH CULTURE DIAGNOSIS: CULTURE DNA ASSESSMENT & BREAKTHROUGH THINKING SESSION (~6 WEEKS)

Set-up Data collection Analysis & ReportingLeadership Workshop/Client debrief (3h)

BRIEF CULTURE DIAGNOSIS: CULTURE DNA ASSESSMENT & WORKSHOP (4-6 WEEKS)

Data collectionAnalysis & Reporting

Set- up 2 months

INTERVENTIONS

WELCOME TO MY WORLD (TRULY HUMAN)



THANK YOU!


Management Consulting


Accenture






Accenture


ACCENTURE’S CULTURE DNA MODEL CONSISTS OF 8 CULTURAL WAYS OF WORKING BASED ON EMPLOYEE BEHAVIORS, ACTIONS AND PRACTICES

GROWTH & REWARDSCompensation and career paths

motivate performance and retention.

INNOVATION CLIMATE

Open client, values learning, creativity and strategic risk.

STRATEGIC ALIGNMENT

Management practices around priorities aim at alignment.

TRUSTING LEADERSHIP

People are trusted by leadership and their managers to achieve their goals

POWER DEPLOYMENTPeople dynamics are healthy and motivating

VELOCITY & ADAPTIVENESSOrganization has rapid sense-and-respond capability based on external scanning and agility.

ETHICS & COLLEGIALITYSpirited teams of equals collaborate effectively and ethically.

ENTREPRENEURISMPeople and their managers achieve goals through informal channels and influence.

OVERALL CULTURE

TYPICAL BEHAVIORS ASSOCIATED WITH THE 8 CULTURE ELEMENTS– 28 PRACTICESAccenture’s Culture DNA model consists of 8 cultural elements based on 28 employee behaviors, actions and practices

POWER DEPLOYMENT

• Treat each other equally • Address conflicts openly• Relate to their colleagues genuinely –

with no hidden agendas

VELOCITY & ADAPTIVENESS

• Follow trends and changes in their industry• Learn new ways of doing things and experiment

regularly• Respond quickly to the changes in the business

environment

ENTREPRE-NEURISM

• Design and implement new ideas - act as intrapreneurs

• Solve their organization's/unit's problems creatively



• Respect each other• Contribute to decisions equally• Listen to and value everybody's

opinion• Collaborate with their colleagues• Make ethical decisions

• Do their best at work• Value the opportunities provided by

their organization• Loyal to their organization

GROWTH & REWARDS


• Value learning from mistakes• Support experimentation

INNOVATION CLIMATE

• Focus organization's strategic priorities

• Contribute to strategic decisions• Are transparent about

organizational issues and decisions

STRATEGIC ALIGNMENT

• Take initiative & Share their ideas freely• Trust their leaders, peers, and subordinates• Take responsibility and own problems• Focus on outcomes rather than the process• Support each other

TRUSTING LEADERSHIP

OVERALL CULTURE

TALENT-FOCUSEDTalent-focused cultures score top quartile on Growth & Rewards and Innovation Climate.

INNOVATIVEInnovative cultures are top quartile on Innovation Climate and Strategic Alignment.

COLLABORATIVECollaborative cultures are top quartile on Ethics & Collegiality.

ENTREPRENEURIALEntrepreneurial cultures are top quartile on Entrepre-neurism and Velocity & Adaptiveness.

VALUES-DRIVENValues-driven cultures are top quartile on Strategic Alignment and Trusting Leadership.

OUR RESEARCH SHOWS THAT HIGH-PERFORMING ORGANIZATIONS HAVE ONE OF THE 5 DIFFERENT TYPES OF CULTURESWe analysed the companies with top quartile performance in our database (i.e. the top 70 organizations) to understand what types of cultures enable success. Our research shows that high-performing organizations have one of the 5 different types of cultures

SAMPLE RESULTS COMPARED TO HIGH-PERFORMING CULTURE ARCHETYPES

TALENT FOCUSED INNOVATIVE VALUES-DRIVEN ENTREPRENEURIAL COLLABORATIVE

CULTURE PROFILE COMPARISON

CULTURE PROFILE DIFFERENCE SUMMARY[Sum of Percentile Difference]

The comparison charts below show in red where this sample client has gaps to the culture archetypes. The client’s results match mostly closely with the Values-Driven culture archetype and have the most gaps to the Collaborative culture archetype.

◼ Gap to Culture Archetype (Negative Difference)

◼ Score achieved by both sample client and Culture

Archetype

◼ Score achieved above Culture Archetype (Positive

Difference)

GROWTH &REWARDS

INNOVATIONCLIMATE

POWERDEPLOYMENT


VELOCITY &ADAPTIVENESS TRUSTING

LEADERSHIP

STRATEGICALIGNMENT

ENTREPRE-NEURISM

✓ Lowest Total Difference (Gaps + Surplus Scores)

CULTURE DNA ASSESSMENT AND OTHER ACCENTURE ORG ANALYTICS ASSESSMENTSCULTURE DNA ASSESSMENTWhen there is a need to better understand the culture of an organization. It helps to identify the cultural barriers or enablers for an organization to achieve its strategic objectives. Can be offered either as a standalone assessment, or together with Transformation GPS assessment.

TRANSFORMATION GPSWhen an organization is going through a change journey. It can help to take a baseline in the beginning of the journey, navigate the journey with insights and course-correct as needed during the journey.

COMPETITIVE ORGANIZATIONAL

AGILITY ASSESSMENTWhen the focus is primarily on improving an organization’s Competitive Agility to rapidly respond to the opportunities and challenges in its environment. Can be offered either as a standalone assessment, or together with Culture Assessment and/or Transformation GPS assessment.

ORGANIZATIONAL HEALTH ASSESSMENTWhen an organization aims to rewire itself for better performance outcomes. Used as a deep-dive into an organization’s effectiveness in multiple dimensions.

CULTURE TRANSFORMATION EXAMPLE: DIGITAL STRATEGY CHANGE

DISCOVER

The Culture DNA Assessment revealed

the areas of improvement for the client,

within the 8 culture elements.

As a next step, action planning took

place on the basis of the improvements

required.

Once these actions were put in place,

Transformation GPS (TGPS) was used

as a monitoring analytic asset to track

the transformation journey.

Discussions and workshops were

conducted with the client to understand

the pain-points and roadblocks for the

Digital Transformation program.

In the initial months, the Culture DNA

Assessment provided insights into the

organization’s as-is culture, as well as

insights compared to industry peers.

MONITORING THE PROGRESS OF THE TRANSFORMATION

ACTIONS AND INTERVENTIONS FOR CHANGE

Focused insights derived from TGPS

drivers led to the identification of

phased interventions and ‘hot spots’.

A comprehensive leadership

development program with focus on

behavior change was devised.

Future action items were also revealed –

such as the need for senior leaders to

lead by example.

Action plans were developed in line with

the recommendations to ensure the

transformation was progressing as per

the recommendations highlighted.

IN-DEPTH CULTURE DIAGNOSIS EXAMPLE: MERGER AND ACQUISITION

Company A

Company B

DIAGNOSE & ASSESS

As a next step, the type of Culture that

the Client wanted to become as a

merged organization was identified,

based on the scores obtained and how

close they were to an Entrepreneurial

Culture.

Steps were identified to align the present

culture of the organization with the

desired future culture.

Company A had good overall scores

across most elements and

Entrepreneurism emerged as the

dominant element for Company A.

Scores were lower on most elements for

Company B with Innovation Climate as

the dominant element.

A mismatch was seen between the

parent and acquired companies’

cultures.

DEFINE ASPIRATIONS

RECOMMENDATIONS AND PRIORITIZATION

For the organization to become an

Entrepreneurial Culture, leaders needed

to develop an inspirational leadership

style, be quick in decision making and

scan the external environment to be

constantly aware of changing market

conditions.

Additionally, it was recommended for

employees to follow an agile

methodology and take ownership of their

work, while being more customer

centric.

TYPICAL CULTURE DNA OFFERINGS

CULTURE TRANSFORMATION: CULTURE DNA ASSESSMENT & TRANSFORMATION GPS (18 - 24 WEEKS)

Culture DNA and Aspirations

TGPS (3-6 months) to track progress

Use TGPS as a monitoring tool

Set-up Data collection Analysis & Reporting

Breakthrough Thinking Session (full day)

Industry Analysis and Best Practice Research

Interviews

IN-DEPTH CULTURE DIAGNOSIS: CULTURE DNA ASSESSMENT & BREAKTHROUGH THINKING SESSION (~6 WEEKS)

Set-up Data collection Analysis & ReportingLeadership Workshop/Client debrief (3h)

BRIEF CULTURE DIAGNOSIS: CULTURE DNA ASSESSMENT & WORKSHOP (4-6 WEEKS)

Data collectionAnalysis & Reporting

Set- up 2 months

INTERVENTIONS

THE CULTURE DNA ASSESSMENT CONTAINS EIGHT CULTURE ELEMENTS THAT DRIVE KEY ORGANIZATIONAL OUTCOMES. DIFFERENT COMBINATIONS OF THE ELEMENTS DRIVE DIFFERENT OUTCOMES.

CULTURE DNA ASSESSMENT

• A validated framework of 8 “ways of working” to assess culture

• Survey based on 36 questions aligned to 8 critical elements

• Benchmarks from an extensive dataset

• Room for customized questions depending on your context

• Possibility of exploring customised outcomes as per client requirements

55OVERALL


TGPSTGPS VALUE RESEARCH

PERCENTILES REVISED DATABASE

NEW SURVEY TEMPLATES

COMMENT ANALYTICS

TECHNICAL MANUAL

New client shareable research demonstrates that working on transformation using TGPS works and that TGPS links to hard economic value.

TGPS will now be easier to understand, communicate and track.

The percentile visualization now shows the percentile score and the level of indicative change performance.

A retuned database focused on our more recent change programs provides a smoother distribution of resultsacross the 20 regions of the Transformation Map.

This reflects how change strategy itself has evolved over time.

Standardized survey items and templates offer flexibility to accommodate special client needs such as M&A, public sector clients, GDPR compliance, orals and more, helping you deploy TGPS with greater speed and focus.

Text analytics for TGPS survey comments are now available as an additional off-platform service, providing sentiment and thematic analysis to illuminate this often-overlooked source of insights.

With the availability of the TGPS Technical Manual, you can get your clients clear on the science behind TGPS, and address some of the typical and more challenging questions we receive from clients, especially HR analytics folks.

TRANSFORMATION GPS: WHAT’S NEW IN


TRANSFORMATION GPS RESEARCH

The study Working on Change Works using TGPS evaluates the impact of Transformation GPS on the performance outcomes of transformation programs.

KEY FINDINGS:

1. Working on change works (using TGPS).

• On average, TGPS change programs demonstrated positive improvement on change drivers.

• More survey cycles and more time led to greater driver improvement.

2. Change drivers predict survey outcomes.

• Improvement on change drivers, in turn, was significantly related to improvement on the survey outcomes of Business Performance and Benefits Realization.

3. Survey outcomes, in turn, predict hard economic value.

• From 2009-2017, public companies in the High Performance zone created over 3X the long-term EBITDA growth of companies in other performance zones: 155% vs. 55% (On Track) and 46% (Unsustainable and Off Track)

TGPS 2.0 | TGPS VALUE RESEARCH

46% 46%55%

152%

0%

20%

40%

60%

80%

100%

120%

140%

160%

Off Track Unsustainable On Track High Performance

EBITDA GROWTH (FY09-FY17) BY ZONES

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TGPS is moving to a percentiles scoring system,

it will now be much easier to understand,

communicate and track.

For each TGPS driver and question, a group will

now receive a percentile. This number indicates

where the group’s score would place them in

our database of change programs globally.

Percentiles are a global standard for reporting

results that takes results beyond the raw score

and presents them in the context of the

competitive environment. This standard is now

adopted by all Org Analytics products including

the Culture DNA and Competitive Org Agility

Assessments.

TGPS 2.0 | PERCENTILES (1 OF 2)

A Percentile represents where a group’s score ranks in our database of global change programs. For example, a score of 73 means that the group has scored better than 73% of our database.


PERCENTILES

VISUALIZTION

The percentile

visualization now packs

in a lot of information to

help groups understand

where they are relative

to the TGPS global

change program

database (percentile

score). The visualization

also shows if a particular

score is reflective of a

High Performing change

as well On Track,

Unsustainable and Off

Track scoring ranges.

TGPS 2.0 | PERCENTILES (2 OF 2)

Black circle and black line represent current group score.

Halo color represents what map zone the score reflects. Green indicates High Performance organizations; blue is above the norm reflecting On Track; purple for Unsustainable; and red is below the average, showing Off Track organizations.

An alternative view of the driver chart is now available, highlighting the score required to achieve the High Performance level for each question and driver.

ORGANIZATIONS PLACED USING

PREVIOUS DATABASE

ORGANIZATIONS PLACED USING NEW

DATABASE


A new database for TGPS not only improves

scoring in each area of TGPS, it unifies all of the

analytical models that underpin TGPS.

Percentile scoring, the Transformation Map and

Transformation Strategy have all been updated

to use the new database driving greater

coherence in results and strategies.

The biggest change of these will be in the map

placement. Over time many change programs

were increasingly positioned in the regions of

Yes But and Sleepy in Success. The new

database now evenly distributes change

programs around the Transformation Map,

providing a placement that better reflects their

driver scores.

TGPS 2.0 | REVISED DATABASE


To help accelerate the TGPS delivery

process on your client engagements, we

have new survey templates available for

various client needs, including:

• Mergers and acquisitions

• Public sector clients

• GDPR compliance

• Orals

• And more

TGPS 2.0 | NEW SURVEY TEMPLATES

72


Transformation GPS survey

comments can now be analyzed

with Natural Language Processing

(NLP), as an additional service.

These text analytics provide

sentiment and thematic analysis to

illuminate this often-overlooked

source of insights.

TGPS 2.0 | TEXT COMMENT ANALYTICS

• Insufficient communication as a key hindrance to vision clarification

Illustrative

73


The TGPS 2.0 Technical Manual specifically focuses on findings related to the reliability and validity of this analytic asset, following the commonly accepted scientific criteria in the field of psychometrics.

This technical manual is aimed at audiences with basic psychometric training and/or survey design expertise. It provides evidence, and therefore answers, to typical inquiries for professionals with questions regarding the scientific rigor of TGPS.

Note that the manual itself contains significant IP on TGPS and requires the involvement of the Org Analytics data scientists when speaking with clients. It is not meant to be document provided to Accenture practitioners. Contact [email protected] for more info.

TGPS 2.0 | TECHNICAL MANUAL

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mailto:[email protected]

Accenture is a leading global professional services company, providing a broad range of services and Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions — underpinned by the world’s largest delivery network — Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With 477,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at: www.accenture.com.solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions — underpinned by the world’s largest delivery network — Accenture works at the

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Accenture
