Some Lessons Learned

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Thank you

Rudy Vidal
Committed to XCL

10 Considerations for Successful Culture Shifts-Contact Ctrs #2 & 3

2. Management Ownership

It’s interesting to note that the three cultural components in fig.1 are all under control of management.  In spite of this, the culture is often seen as an independent force, only to be addressed as a last resort.  It is not uncommon for managers to refer to the culture as “they,” perceiving it as the independent sum of employee attitude.  Experience shows, more often than not, that management does not take full responsibility for the culture, but at times may perceive it a cause of an inability to improve performance.

Another aspect of ownership that cannot be overemphasized is the need for management to lead by example.  Management, from supervisors to the president, need to show they understand and live the “WHY.”  Most of us assimilate examples and parables easier than literal explanations, emails or speeches.  When the workforce sees management in action, they can instantly translate what they saw into potential actions in their area of influence.  Walking the talk makes all the difference.

A successful shift is unlikely, without management ownership
of the current and future cultures.

3. Ensuring the Need for A Culture Shift

Many planned culture shifts are not necessary.  In many cases the culture is well aligned to the purpose and able to deliver, but may need incremental adjustments in one or more of its components.  It should be noted that changes in the components might not result in noticeable cultural shifts until certain thresholds are crossed.  Therefore, within these limits we are able to make adjustments for improved performance without needing to address a shift in culture.  The less invasive option is usually recommended.

It is important to assess the quality of the culture, based on its alignment to the purpose, and not based on organizational performance.

Cultures are less often a cause and more often an affect.

Next Post:

4. Clarifying the “Purpose”
5. Identifying Needed Cultural Qualities
6. Employee Engagement

Rudy Vidal
Committed to XCL

Copyright 2009 Vidal Consulting Group LLC

Sometimes It’s Best to Listen

 

Thanks to Nelli Giribaldi for bringing this article to my father’s attention, and thanks to my dad for passing it on to me.

 

I am always looking for real world examples of such philosophies at work.  It is all too easy to be academic and not so easy to live one’s own philosophy. 

Thanks to all – RudyVidal

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Among others, Wipro has recently won the prestigious ‘Risk Management Award,’ instituted by the Financial Times-The Banker magazine. What is that which makes this company so successful? ‘An obsession for excellence,’ says Azim Premji, Chairman & Managing Director, Wipro Limited.
Chairman and Managing Director of Wipro, Premji is credited with transforming Wipro, his family’s vegetable oil business, into one of the world’s foremost software company.
Although one of the richest Indians, he flies economy class and is happiest when hiking, reading or discussing the foundation he has set up to promote primary education.
 

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These are changing times. Yet in the middle of all the changes there is one thing that constantly determines success. Some call it leadership. But to my mind, it is the single-minded pursuit of excellence.
Excellence endures and sustains. It goes beyond motivation into the realms of inspiration. Excellence can be as strong a uniting force as solid vision.
Excellence does not happen in a vacuum. It needs a collective obsession as I have experienced the benefits of excellence in my own life. Excellence is a great starting point for any new organisation but also an unending journey. What is excellence? It is about going a little beyond what we expect from ourselves. Part of the need for excellence is imposed on us externally by our customers. Our competition keeps us on our toes, especially when it is global in nature.
But the other driver of excellence is internal. I have found that excellence is not so much a battle you fight with others, but a battle you fight with yourself, by constantly raising the bar and stretching yourself and your team. This is the best and the most satisfying and challenging part about excellence.
 
How does one create excellence in an organisation?
 
First, we create an obsession with excellence. We must dream of it not only because it delivers better results but because we truly believe in it and find it intrinsically satisfying to us.
We must think of excellence not only with our mind but also with our heart and soul. Let us look outside, at the global standards of excellence in quality, cost and delivery and let us not rest till we surpass them.
 
Second, we need to build a collective self-confidence. Organisations and people who pursue excellence are self-confident. This is because excellence requires tremendous faith in one’s ability to do more and in a better way. Unless, we believe we can do better, we cannot.

Third, we must understand the difference between perfection for its own sake and excellence. Time is of essence. Globalisation has made the customer only more impatient. This may seem like a paradox: should we aim for excellence or should we aim for speed?
Excellence is about doing the best we can and speed lies in doing it quickly. These two concepts are not opposed to each other; in fact, speed and timeliness are important elements of quality and excellence.
 
Fourth, we must realise that we cannot be the best in everything we do. We must define what we are or would like to be best at and what someone else can do better.
Excellence is no longer about being the best in India. It is about being the best in the world. We have to define what our own core competencies are and what we can outsource to other leaders. Headaches shared are headaches divided.
 
Fifth, we must create processes that enable excellence. Today, there are a number of global methods and processes available whether it is Six Sigma, CMM or ISO. Use them because they are based on distilled wisdom collected from the best companies in the world.
Also, we must build a strong foundation of information technology, because in this complex, dynamic world, it is imperative that we use the most modern tools to keep processes updated.
 
Sixth, we must create a culture of teaming. I have found that while great individuals are important, one cannot have pockets of excellence. Quality gives ample opportunities to build a culture of teaming. Cross-functional teams that are customer facing can cut through an amazing amount of bureaucracy, personal empire building and silos and deliver savings that one would not have imagined possible.
The other advantage of building teams focused on quality is that the teaming culture eventually spreads to the rest of the organisation and teaming becomes a way of life.
 
Seventh, invest in excellence for the future. Future always seems to be at a distance. But it comes upon you so suddenly that it catches you by surprise, if not shock. What constitutes excellence in the future will be significantly different from what it is today.
In these days of severe market pressures, there is big temptation to sacrifice the future to look good in the present. We must certainly trim our discretionary expenses, but we must ensure that our investments in strategic areas that lead to excellence in the future are protected.
 
Finally, excellence requires humility. This is especially needed when we feel we have reached the peak of excellence and there is nothing further we can do. We need an open mind to look at things in a different way and allow new inputs to come in.
Otherwise, there is a real danger of becoming complacent or even downright arrogant. I would like to end my talk with a story that illustrates this very well.
 
A brilliant young professor went to meet a famous Zen master to have a discussion with him on Zen. He found himself in front of a modest house. He rang the doorbell and waited. A while later, he heard shuffling footsteps and the door was opened by the Zen master.
He invited the professor to sit with him on the dining table. The professor was a little disappointed with the shabby appearance of the Zen master. He started quizzing him immediately on comparative philosophies and the Zen master gave some brief answers.
When the professor began to debate with him on those answers, the Zen master stopped speaking and kept smiling at him. Finally, the professor got angry. He said, ‘I have come from a long distance just to understand the relevance of Zenism. But apparently you have nothing to say. I have not learnt anything from you at all.’
At this point, the Zen master asked the professor to have some tea. When the professor held the cup, the Zen master started pouring tea into it. After some time, the tea started spilling and the professor shouted, ‘Stop! The cup can contain no more.’
The Zen Master stopped and then, once again smiling, he said, ‘A mind, full of itself can receive nothing. How can I speak to you of Zenism until you empty your mind to learn.’ The professor understood and apologized to the Zen master. He parted from him, the Zen master — a wiser man.
The author is Chairman & Managing Director, Wipro Limited.

Solution – improve your mindset !

it sounds easy, but the reality is that you can’t impose a new mindset, or a new culture.
What I find works best in creating a fast transition is to create:

1. Understanding of the logic – Why do we need to change or improve?
2. Provide the vehicles or processes that will carry new action and intention.
3. Create an expectation for results, coupled with effective Key Performance Indicators or metrics.

These three components do create change.

I believe the vast majority of people, given the opportunity, want to do the right thing, want to satisfy customers, treating them as customers should be treated.

However, if they don’t have the process, the information, the empowerment and the expectation from management, don’t expect miracles.

Extreme Customer Satisfaction happens when Management gets a new mindset ! 

(Some related posting to doing it) 1 2