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1、.,1,CreatingaHighPerformanceCulture,July30,2009,.,2,Agenda,CultureandItsImpactDefiningHighPerformanceCultureCreatingaHighPerformanceCultureCyclesofUseEcosystemPerformanceManagementTalentDevelopmentCaseStudyQuestions,.,3,WithYouToday,BrentJameson,Vice-President,GuidonPerformanceSolutions,LLCOver15yea

2、rsexperienceinapplicationofLeanandSixSigmaExtensiveexperiencemigratingKaizenandLeanthinkingfrommanufacturingtofrontandbackofficeoperationsClientexperienceinretail,healthcare,financialservices,informationtechnology,andtelecommunications,JimDickey,Vice-President,GuidonPerformanceSolutions,LLCOver15yea

3、rsexperienceinapplicationofLeanandSixSigmaCo-founderofGuidonPerformanceSolutionsthepioneerinapplyingLeanSigmainnon-industrialandnon-traditionalcompaniesClientexperienceinretail,healthcare,financialservices,telecommunicationsandgovernmentPioneeredgroundbreakingapproachtomanagingcapacityandstaffinginh

4、ighlycomplex,highlyvariableoperatingenvironments,.,4,CorporateCulture,culture:thesetofsharedattitudes,values,goalsandpracticesthatcharacterizesacompanyorcorporation.-WebstersDictionary,.,5,WhatIsCorporateCulture,CultureisrepresentedinthenormsandunwrittenrulesthatguideemployeeactionsCorporatecultures

5、areshapedbyavarietyofinfluencesnatureofthebusinessgeographyfingerprintsofthecompanyfounders,currentleadersandassociatesCulture“happens”,Youcanacceptthehandyouhavebeendealtoryoucantakeactiontochangeit.,.,6,ThePowerofCulture,Corporateculturecanhaveasignificantimpactonafirmslong-termeconomicperformance

6、.Corporateculturesinhibitingstrongperformancearenotrare;theydevelopeasily,eveninfirmsfullofreasonableandintelligentpeople.Althoughtoughtochange,corporateculturescanbemademoreperformance-enhancing.,JohnKotterandJamesHeskett,CorporateCultureandPerformance,.,7,CreatingaHighPerformanceCulture,“Thecultur

7、eofacompanyisthebehaviorofitsleaders.Leadersgetthebehaviortheyexhibitandtolerate.Youchangethecultureofacompanybychangingthebehaviorofitsleaders.”,LarryBossidyFormerCEO,Honeywell,Asetofsharedbeliefs,values,attitudes,goalsandactionsatalllevelsfocusedonsuperiorexecution.,HighPerformanceCulture,.,8,Tran

8、sformationWillRequireaChangeInThinking,“Peopleareveryopenmindedaboutnewthings.Aslongastheyareexactlyliketheoldones.”,-CharlesKettering,.,9,“ThetwofundamentalforcesthatdriveGEacommonoperatingsystemandcommonsocialarchitecture”JackWelchGE1999AnnualReport,.,10,StructureofCorporateCulture,Changingthecult

9、urerequiresafocusontheSocialArchitectureandOperatingSystem,.,11,SocialArchitecture,The“real”socialarchitectureDefinedbythoseattributesandbehaviorswhichareseentoleadtopromotionandadvancementSameastheattributesandbehaviorsespousedbytheleadershipasbeingdesirable,.,12,OperatingSystem,The“real”operatings

10、ystemDefinedbytheactivitiestowhichleadershipgiveshighestpriorityanddevotesmosttimeCommonlyusedmanagementpracticesandtoolsPredictablesequenceofeventsusedyearafteryeartoruntheorganizationDriversofday-to-dayprioritiesTools,techniquesandprocessesatLevels13,.,13,StartwithRolesofLeadership,ResponsibleforS

11、trategicPlanningandLeadershipTalentDevelopmentTransitiontoExecutionExecutiononAnnualCommitmentsTalentDevelopmentTransitionforImprovementManagingChangeExecutionofDailyOperationalCommitmentsContinuousImprovement,Establishingculturebeginswithclarifyingleadershiprolesinconsistentdefinitionoftools/proces

12、ses,Anegativeworkenvironmentresultsincynicalbehaviorandalackofcompanypride.,.,29,SomeOperatingAssessmentOutcomes,PooralignmentofgoalsperceivedasperformancebarrierExistingreviewsskewedtowardfinancialperformanceRecognizefrontlineresourcesnottappedtodriveperformanceLackofaccountability,follow-throughdr

13、iverofpoordeliveryIncentivecompensationnotlinkedtoindividualperformance,Operationalopportunitiesatthebeginningofourjourney,.,30,Year3Outcomes,EmployeeEngagementSurveyresultsimprovedby15%annuallyAssetsundermanagementgrewby18%overthesameperiodITSystemPlatformsreducedto6fromover35Eliminatedtheneedforov

14、er1millionsquarefeetofoperationsspaceNumberofassociatesremainedflatat20,000,.,31,ClientCaseStudy:BusinessResults,12%AnnualizedGrowth,NetRevenue,NetIncome,43%AnnualizedGrowth,2003,2006,$4.6Billion,$6.4Billion,2003,2006,$153Million,$316Million,.,32,AndFinally,“Everydayyoumaymakeprogress.Everystepmaybe

15、fruitful.Yettherewillstretchoutbeforeyouanever-lengthening,ever-ascending,ever-improvingpath.Youknowyouwillnevergettotheendofthejourney.Butthis,sofarfromdiscouraging,onlyaddstothejoyandgloryoftheclimb.”-WinstonChurchillonPerseverance,.,33,Questions?,2008GuidonPerformanceSolutions,LLC.Allrightsreserved.GuidonPerformanceSolutionsisalicenseeofLeanSigma,aserv