How to build a high-performing values-driven organization

“Cultural capital is new frontier of competitive advantage. Who you are and what you stand for has become more important to your success than the quality of the products and services you sell.”

According to Deloitte, culture has become one of the most important business topics of 2016. According to Ernst &Young, 55% of the FTSE 350 companies have seen a 10% increase in operating profits driven by their investment in culture. According to PwC 84 percent of leaders believe that culture is critical to their organization’s success.

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“Values-driven organizations are the most successful on the planet.”

Values stand at the very core of human decision-making. When we work in an organisation whose culture aligns with our personal values, we feel liberated. When we work in an organization that supports us in meeting our needs, we become emotionally and intellectually engaged. We not only bring our energy, creativity and enthusiasm to our work, we also bring our commitment and loyalty. Unleashing the commitment and the energy of employees is the fundamental key to building a high-performing organization.

“Measurement matters. Whatever we measure improves.”

The Barrett Values Centre’s Cultural Transformation Tools have been used all over the world to support leaders in building values-driven organizations. The Cultural Transformation Tools (CTT) are powerful diagnostic instruments for supporting the growth and development of individuals, leaders and organisations. The uniqueness of CTT is that they make the invisible, visible. They allow you to measure and map the intangibles—the underlying causal factors that promote or inhibit performance. This focus of the CTT is on values—the underlying motivators of all human actions.The transformational strength of CTT lies in their ability to surface data which engenders new conversations: conversations that have never happened before. The results of the cultural values assessments get people talking about what is important to the organization—their values, their beliefs and their fears.

One of the key performance indicators generated by the CTT is cultural entropy. Cultural entropy is the amount of energy that is consumed in an organisation
in doing unnecessary or unproductive work that does not add value. It is a measure of the conflict, friction and frustration that employees encounter in their day-to-day activities that prevent the organisation from reaching peak performance.

cultural-entropy

Cultural entropy is a function of the personal entropy of the current leaders and institutional legacy of past leaders that is embedded in the structures, systems, policies and procedures. Personal entropy is the amount of fear-driven energy that a leader expresses in his or her day-to-day interactions with other people. When you reduce the level of personal entropy, cultural entropy goes down and employee engagement increases.

“Organizational transformation begins with the personal transformation of the leaders.” 

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