How to build your 10X-ValueFactory in 90 days

That's one small step for [a] man, one giant leap for mankind — Neil Armstrong

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WORKSHOP 27 JANUARI 2016

That's one small step for [a] man, one giant leap for mankind — Neil Armstrong

We help your organisation

BUILD PREDICTABLE SUCCESS by innovating the way to innovate

www.dewaardefabriek.nl service@dewaardefabriek.nl

De Business Case voor sterke organisatie cultuur

Geweldige BedrijvenGREATTEAMS

Gallup Research 1.4 miljoen mensen 50.000 teams

Heb je op je werk de gelegenheid om elke dag je sterkten in te zetten?

#1:

»Meer Productief

»Meer Betrokken

»Meer Genegen te Blijven

»Meer Innovatief

»Meer Collaboratief

»Minder Ongelukken

»Minder Conflicten

66%

34%

Een niet-betrokken medewerker kost $ 3.400 per $10.000 salaris.

De kosten van niet-betrokken medewerkers in USA worden geschat op circa $ 500 miljard.

Heb je op je werk de gelegenheid om elke dag je sterkten in te zetten?

#1:

OrganisationalValues

PersonalValues

RESULTS & EXPERIENCES

ACTIONSPOTENTIAL & MOTIVATION

BELIEFS

Model-of-Success

Duurzaamheid 7 Visie duurzaamheid Lange-termijn perspectief, Toekomstige generaties, Ethiek

Collaboratie 6Excellerend Leiderschap, Medewerker Vervulling

Strategische allianties, Werknemervervulling, Zorgdragen voor het milieu

Samenhang 5 Openheid, Integriteit, Eerlijkheid Positieve creatieve organisatie cultuur, Gedeelde visie en waarden

Transformatie 4Continue Vernieuwing

Leren en innoveren Organisatie groei door medewerker participatie

Best Practice 3De Beste Zijn, Best Practices

Productiviteit, kwaliteit, systemen en processen Bureaucratie, Zelfvoldoening

Relatie’s 2Klanttevredenheid, Erkenning, Communicatie

Goede communicatie tussen medewerkers, klanten en leveranciers Manipulatie, Schuld geven

Haalbaarheid 1Najagen van winst & aandeelhouderswaarde

Financiele gezondheid, Gezondheid & Veiligheid van medewerkers Exploitatie, Over-Controle

4

WHAT ARE YOUR VALUES?

WHAT ARE YOUR VALUES?

1. Choose YOUR TOP-3 2. In your TEAM:

• What is TOP-5? • How much connection YOU-TEAM?

Values Assessment in Singapore

Residents Personal Values

Perception of Singapore Society

Desire about Singapore Society

Kiasu (Chinese: ; Pe̍h-ōe-jī: kiaⁿ-su) is a Hokkien and Singlish word that means a grasping, selfish attitude.[1]

The term can be translated into English as "afraid to lose out" from 'kia' "afraid" and 'su' "lose". Like many proverbial expressions it can have both positive and negative connotations, but is generally negative, used to refer to someone who thinks of themselves first and is always trying to get ahead in one way or another. The English equivalent would be "overcompetitiveness".

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7

6

5

4

3

2

1IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=2-1-5-0 IROS (L)=0-0-2-0 IROS (P)=1-4-5-0 IROS (L)=0-0-0-0

Matches

PV - CC 1 CC - DC 4 PV - DC 2

honesty 88% 5(I)

commitment 81% 5(I)

family 56% 2(R)

responsibility 56% 4(I)

respect 51% 2(R)

accountability 51% 4(R)

continuous learning 49% 4(I)

integrity 44% 5(I)

positive attitude 43% 5(I)

humour/ fun 36% 5(I)

cost reduction (L) 58% 1(O)

results orientation 54% 3(O)

continuous improvement 51% 4(O)

customer satisfaction 50% 2(O)

teamwork 49% 4(R)

profit 41% 1(O)

bureaucracy (L) 36% 3(O)

achievement 33% 3(I)

commitment 32% 5(I)

productivity 32% 3(O)

teamwork 78% 4(R)

continuous improvement 75% 4(O)

customer satisfaction 59% 2(O)

accountability 47% 4(R)

employee recognition 43% 2(R)

open communication 43% 2(R)

commitment 41% 5(I)

innovation 38% 4(O)

quality 36% 3(O)

leadership development 30% 6(O)

The Manufacturing Industry Report includes data from Chemical & Pharmaceutical Manufacturing, Engineering-Machine-Metal Manufacturing, Food & Drink Manufacturing, Manufacturing Misc, and Motor Vehicle Manufacturing.

Total number of organizations: 288

Countries represented: 44

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7

6

5

4

3

2

1IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=1-2-7-0 IROS (L)=0-0-1-0 IROS (P)=1-4-5-0 IROS (L)=0-0-0-0

Matches

PV - CC 1 CC - DC 5 PV - DC 2

honesty 93% 5(I)

commitment 87% 5(I)

accountability 67% 4(R)

responsibility 64% 4(I)

family 58% 2(R)

respect 58% 2(R)

integrity 51% 5(I)

positive attitude 45% 5(I)

continuous learning 40% 4(I)

balance (home/work) 33% 4(I)

customer satisfaction 67% 2(O)

cost reduction (L) 62% 1(O)

profit 56% 1(O)

continuous improvement 55% 4(O)

teamwork 51% 4(R)

productivity 40% 3(O)

results orientation 36% 3(O)

achievement 33% 3(I)

accountability 31% 4(R)

organisational growth 31% 1(O)

quality 31% 3(O)

teamwork 82% 4(R)

continuous improvement 80% 4(O)

customer satisfaction 64% 2(O)

accountability 60% 4(R)

employee recognition 56% 2(R)

commitment 42% 5(I)

quality 40% 3(O)

open communication 36% 2(R)

innovation 31% 4(O)

leadership development 31% 6(O)

Total number of organizations: 55

Countries represented: 18

Manufacturing

Engineering

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7

6

5

4

3

2

1IRS (P)=7-2-1 IRS (L)=0-0-0 IROS (P)=2-1-4-1 IROS (L)=0-0-2-0 IROS (P)=2-4-4-0 IROS (L)=0-0-0-0

Matches

PV - CC 2 CC - DC 4 PV - DC 4

commitment 72%

5(I)

humour/ fun 66%

5(I)

honesty 60%

5(I)

integrity 58%

5(I)

making a difference 47%

6(S)

accountability 46%

4(R)

continuous learning 44%

4(I)

family 41%

2(R)

responsibility 40%

4(I)

balance (home/work) 39%

4(I)

customer satisfaction 60% 2(O)

teamwork 48% 4(R)

results orientation 39% 3(O)

professionalism 33% 3(O)

achievement 31% 3(I)

commitment 30% 5(I)

long hours (L) 30% 3(O)

making a difference 28% 6(S)

cost reduction (L) 26% 1(O)

continuous improvement 23% 4(O)

customer satisfaction 52% 2(O)

teamwork 49% 4(R)

continuous improvement 46% 4(O)

balance (home/work) 44% 4(O)

accountability 43% 4(R)

coaching/ mentoring 34% 6(R)

innovation 34% 4(O)

commitment 32% 5(I)

open communication 30% 2(R)

integrity 29% 5(I)

Total number of organizations: 90

Countries represented: 16Consultancy

& Management

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7

6

5

4

3

2

1IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=0-2-5-0 IROS (L)=0-1-2-0 IROS (P)=3-4-3-0 IROS (L)=0-0-0-0

Matches

PV - CC 1 CC - DC 3 PV - DC 4

honesty 76% 5(I)

commitment 75% 5(I)

accountability 64% 4(R)

integrity 61% 5(I)

responsibility 61% 4(I)

family 58% 2(R)

positive attitude 54% 5(I)

respect 43% 2(R)

balance (home/work) 39% 4(I)

humour/ fun 39% 5(I)

cost reduction (L) 55% 1(O)

customer satisfaction 51% 2(O)

accountability 45% 4(R)

results orientation 42% 3(O)

teamwork 42% 4(R)

brand image 39% 3(O)

bureaucracy (L) 37% 3(O)

being the best 31% 3(O)

control (L) 31% 1(R)

profit 31% 1(O)

customer satisfaction 67% 2(O)

teamwork 61% 4(R)

accountability 55% 4(R)

employee recognition 51% 2(R)

integrity 40% 5(I)

continuous improvement 39% 4(O)

open communication 39% 2(R)

honesty 34% 5(I)

professionalism 34% 3(O)

commitment 33% 5(I)

Total number of organizations: 67

Countries represented: 26

Banking

41+%

31-40%

21-30%

11-20%

0-10%

0% 10% 20% 30% 40% 50%

Manufacturing Engineering BankingConsultancy

15%

20%

25%

30%20

07

2008

2009

2010

2011

2012

2013

2014

<10% Healthy Culture

11-20% Minor Issues

21-30% Significant Issues

31-50% Significant & Structural Issues

>50% Culture in Crisis

Cultural Entropy - Potential Limiting Values & Behaviours by Industry Sector

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

$ 4,4m

$ 3,5m

$ 2,6m

$ 1.7m

$ 0,8m

Average annual return over 10-year period of 40 best-place-to-work companies (USA) and S&P500.

Best-place-to-Work companies Average Annualized

Return 16,4 %

S&P500 Average Annualized

Return 4,1 %

Values Impact on Financial Performance

OrganisationalValues

PersonalValues

RESULTS & EXPERIENCES

ACTIONSPOTENTIAL & MOTIVATION

BELIEFS

Model-of-Success

Verklaarder Creator

OntwikkelaarDoener

Denkstijlen inzetten voor betere & meer innovatieve oplossingen

Verklaarder Creator

OntwikkelaarDoener

Inte

rne

Focu

sExterne Focus

Denken

Actie

Homogeneous Team Mono Thinking Style

Heterogeneous Team Multi Thinking Style

Time

Perfo

rman

ce

OrganisationalValues

PersonalValues

RESULTS & EXPERIENCES

ACTIONSPOTENTIAL & MOTIVATION

BELIEFS

Model-of-Success

Why do companies fail?

No visionLack of partnerships Missing KnowHow

10%

30%60%

Why do companies fail?

No visionLack of partnerships

Missing KnowHow

Source: Prof. P. de Blot SJ

OrganisationalValues

PersonalValues

RESULTS & EXPERIENCES

ACTIONSPOTENTIAL & MOTIVATION

BELIEFS

Model-of-SuccessVISION

10%

1000%

We choose to go to the moon. We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win, and the others, too.

OrganisationalValues

PersonalValues

10X-RESULTS & EXPERIENCES

ACTIONSPOTENTIAL & MOTIVATION

BELIEFS

Model-of-SuccessVISION

Design Thinking ApproachAnalytic Thinking Approach

The problem feels routine to me, and I have to follow existing processes and systems.

I’m excited to explore more and can get a group of people willing to help me.

There are several clear sources of analogous data.What data is already available to

you?There is very little relevant existing data to analyse.

The path to solving the problem is clear, and analytic methods have succeeded on solving similar problems in the past.

What's the degree of complexity? There are many connecting and interdependent facets of the problem; it’s hard to know where to start.

The past is a good predictor of the future. What's the level of uncertainty?There are many unknowns (small and large), and past data is unlikely to help us.

We understand the problem clearly and are sure we’re solving the right one.

How clearly do you understand the problem itself?

We have a hunch about the problem and/or opportunity, but we need to explore and get agreement.

There are few human beings involved in the problem solving or the solution. Is the problem human-centered?

Deep understanding of the actual (users) involved is both possible and important.

5 CRITICAL QUESTIONS

DISCOVER CREATE REALIZE SCALE-UP

“Stakeholders”

“Stakeholders”

“Stakeholders”

“Stakeholders”Validating

Issues & Priorities

Validating Solutions w.

Stakeholders

Validating Implementation

Design Thinking Approach

OrganisationalValues

PersonalValues

10X-RESULTS & EXPERIENCES

ACTIONSPOTENTIAL & MOTIVATION

BELIEFS

Model-of-SuccessVISION

Summary of today 1. Values & Vision make or break success

(Do you see what I imagine?)

2. Creativity is a matter of perspective (What would MacGyver do?)

3. There’s always more than one right answer (What if we all think the same?)

4. Don’t be afraid to make mistakes (Could I be wrong?)

5. Break the pattern: Think

Train your technique: What if you spend 15 minutes each day writing down questions challenging the status quo in your organisation?

BIG

That's one small step for [a] man, one giant leap for mankind — Neil Armstrong

www.dewaardefabriek.nl service@dewaardefabriek.nl

Today, the product-of-today is important. Tomorrow that is the product-of-tomorrow.

When is tomorrow …?