Cultural Development Wie bekommen wir den Pudding an die Wand? Andreas Müller, Barbara Scheidegger, SWISS Matthias Meifert, HR Pepper

Transkript

1 Cultural Development Wie bekommen wir den Pudding an die Wand? Andreas Müller, Barbara Scheidegger, SWISS Matthias Meifert, HR Pepper

2 Agenda Nicht schon wieder: Ein HR-Projekt ohne Wirkung?! Kulturarbeit zwischen Elfenbeinturm und Partizipation Wege, den Pudding an die Wand zu bringen Lessons Learnt 2

3 Unternehmenskultur? 3

4 Nicht schon wieder: Ein HR-Projekt ohne Wirkung? 4

5 Commoditisation of aviation services increases the need to differentiate our services & products Lowest prices Easy booking Commodity Public transportation Limited differentiation 5

6 Culture as part of the magic triangle enables us to differentiate our services WHY Our corporate strategy calls for a motivated bestin-class team. Results from our employee survey show that elements of our culture are not consistent with this. We can do better. and help us move closer to our vision. We miss direction and thus have low trust towards the management. perceive the coordination of the work as low which leads to severe overload. perceive that the work environment and facilities don t support high performance. feel that you do not listen to us. We are not involved in decisions and can t Foster contribute motivated our ideas. best-in-class miss recognition. team feel we are not all in this together. WHAT Current and target culture will be described, gaps identified and measures to close gaps implemented. CURRENT CULTURE Analyze different aspects of the SWISS culture from different perspectives and derive hypotheses? Identify relevant gaps TARGET CULTURE Define characteristics of a culture that supports strategic goals Close gaps with concrete measures Driving forces for culture shift & stabilisers for sustainable change 6

7 Kulturarbeit zwischen Elfenbeinturm & Partizipation Starker Vorstand schlanke Organisation Partizipation «Just do it» à Methodenmix! 7

8 Wege, den Pudding an die Wand zu bringen Overview today time Milestones Development of target culture Analysis of current culture Description of current culture in terms of artefacts and values - SWISS culture - Sub cultures Shared perspectives on current culture Kick-off Project set up Description of target culture in terms of artefacts and values SWISS-specific culture vision shared by management Operationalisation of target culture in terms of behavioural anchors Gap analysis Identified gaps Described & evaluated gaps Current culture Target culture Formulation action plan Levers of cultural change Prioritised fields of action Measures per field of action - driving measures, project specific - stabilising, on going Change indicators & KPIs Passed implementation plan Gap analysis Fields of action Implementation Action plan week February March April May June July August September 8

9 Wege, den Pudding an die Wand zu bringen Competing Values Framework: Überblick Individualität Flexibilität Interne Belange Kultur Typ: CLAN-Kultur Orientierung: ZUSAMMENARBEIT Führungstyp: Vermittler Mentor Team orientiert Treiber: Commitment Entwicklung Was schafft Weiterentwicklung und Effektivität: hohes Commitment schaffen Effektivität Kultur Typ: HIERARCHIE-Kultur Orientierung: KONTROLLE Führungstyp: Koordinator Organisator Überwacher Kommunikation Treiber: Effizienz Konsistenz Gleichförmigkeit Was schafft Kontrolle, Effizienz und Effektivität: leistungsstarke Prozesse schaffen Effektivität Kultur Typ: ADHOCRACY (flexible Organisationsform) Orientierung: GESTALTUNG Führungstyp: Innovator Unternehmer Visionär Treiber: Innovative Ergebnisse Transformation Agilität Was schafft Innovation, Vision & Wan- Effektivität: -del schaffen Effektivität Kultur Typ: MARKT-Kultur Orientierung: WETTBEWERB Führungstyp: Wettkämpfer Produzent Antreiber Treiber: Marktanteile Profit Zielerreichung Was schafft Aggressiver Wettbewerb Effektivität: und Kundenfokus schaffen Effektivität Externe Positionierung Stabilität Kontrolle Stability control (Cameron, Quinn, DeGraff & Thakor, 2006) 9

10 Current Culture corresponding artifacts (preliminary results) Artifacts warm welcome to new colleagues... let everyone participate separation of departements by buildings completely different opinons & actions between different departement Artifacts little acceptance of expert s voice Artifacts minor decisions are presented to the MB Top Management offices are not especially separated from other offices monthly reports of KPIs with a focus on profitability Artifacts decisions not always based on facts and figures 10

11 Lessons learnt Es gibt immer verschiedene (Sub)Kulturen! Bezug zum Business herstellen Top- Management Support ist wichtig aber nicht alles! Kulturveränderung beginnt mit der Analyse! Externe Perspektive ist sehr empfehlenswert! Geduld & Flexibilität ist gefragt 11

12 Thank you