Where
you are now
Many change initiatives focus only on the technical or financial aspect
and forego the human side of change. By tapping into the behavioral norms
and expectations of your employees, the Star Performance process begins
with the Organizational Culture Inventory - Current. This quantitatively
measures why you get the day-to-day actions you do. The results, depicted
in a Circumplex, provide a visual description of the current, dominant
culture. Because culture is the set of shared values, beliefs, and customary
ways of thinking, you will see what shapes and guides work behavior. Utilizing
focus groups and key stakeholder interviews to extract qualitative data,
specific events and issues can be identified. By observing trends and
patterns among the respondents, you'll get a feel for the people within
your organization - what your employees perceive is expected of them.
Where you are going
Your company has a mission with many goals. In order to attain them, a
clear expectation of your members' behaviors must be stated. With the
senior leadership team defining desired values and beliefs with the Organizational
Culture Inventory - Ideal, you will graphically represent a corporate
way of thinking - what you expect. Comparing this data to the employees',
will get you started down the same track.
How to get there
Once you identify the systemic barriers to change, you can constructively
move forward from your current culture to your ideal culture. The Organizational
Effectiveness Inventory reveals 31 different levers of change, visually
drawing attention to areas that require effort.
The results of these three analysis are presented to the senior team. Critical issues are identified and the desire for moving forward is affirmed. An agreement is reached on what success (for your organization) looks like. Using a set of key measures from the Balanced ScoreCard, progress is monitored and the direction for change adjusted toward your ideal culture.