A Leading India based global manufacturer of engineering components and consulting
The management of the organisation wanted to measure their organisation’s culture and check for undercurrents, which didn’t come out in the engagement survey.
Objective
The organisation had carried out employee engagement study, as part of their pulse-taking exercise. The outcome of the study reflected high engagement levels among the employees, which was not getting reflected in the sentiments of key stakeholders in the organization. Therefore, the organisation wanted to understand the Current Culture of the organisation through our tool, identify aspects of culture that needs to be addressed and align the organization towards this Change.
Approach
PB recommended Culture Transformation efforts based on Hofstede’s Model. Our solution included measurement of Current culture, defining Optimal culture and understanding Change Levers to make the desired change happen.
In the initial phase, we collected relevant details for administrating tool. This provided us with picture of their current culture and restrictions that are imposed by the business environment, in which they operate. The second phase required all senior stakeholders, in the organization to define and agree on Optimal Culture, which will enable their long-term strategy. The Optimal Culture of the organization was balanced carefully to match the future need and ground realities. The third phase of project required PB to interact with key members of each sub-culture, arrive at specific actions (Change) they would like to take for their sub-cultures. This was a participative process, requiring the key members to agree on changes (message being - Change will not happen by itself).
Outcome
Specific actions were identified for Change action planning, including the quantum of effort that will ensure Change take place. The other aspect of Change was taken care by initiating specific action in leadership behaviour change.
