business analysis and leadership: context climate and culture
DESCRIPTION
Slides from IIBA Event held in London on Wednesday 4th SeptemberTRANSCRIPT
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Business Analysis and Leadership:Context, culture and climate
Developed and presented by:Andy Wilkins and Kate Stuart-Cox
IIBA UK Event in London, 4th September
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Given…today’s competition
today’s expectations of peopletoday’s availability of informationtoday’s speed of communication
today’s levels of educationtoday’s changing technology
today’s automationtoday’s fast pacetoday's VUCAsity
how critical is Leadership?
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Today's world is…
VUCAvolatile uncertain complex ambiguous
(get over it)
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Given…today’s competition
today’s expectations of peopletoday’s availability of informationtoday’s speed of communication
today’s levels of educationtoday’s changing technology
today’s automationtoday’s fast pacetoday's VUCAsity
how critical is Leadership?
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
What's this talk about?
If you are interested in influencing the world around you and other people, then you are
involved in leadership. And if you are engaged in leadership, you
might want to attend to the atmosphere you create.
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Richard follows me into a toilet.
Twice!!!
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Atmosphere!!“Isn't trying to understand atmosphere
like trying to nail jelly to the wall?”
“Anyway, how can you measure atmosphere?”
“And I don't really believe it is as importantas the hard and technical stuff.”
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
My passion
How to enable people to be better problem solvers?
How to cultivate leadership skills for technical people?
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Why should anyone beled (or BAed)
by you?
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Leaders create environment
50-70% of variance inorganizational climate can be explained by
differences in leadership styles
Up to 30% of variance in financial results
(profits and revenue) can be explained by
differences in organizational climate
Leadershipbehaviour
Organizational climate
Results
Source: Sustaining, ascending and descending. 15 years of The World’s Most Admired Companies. Hay Group. June 2012
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Physical AND psychological
Physical
• The buildings, offices, desks, factories, décor
• The ‘hard’ or ‘tangible’ stuff• Reflects lower levels of
Maslow’s hierarchy of needs• Reflects Herzberg’s
‘hygiene’ factors or the dissatisfiers
Psychological
• The atmosphere, feel, culture, climate, context
• The ‘soft’ or ‘intangible’ stuff• Reflects Maslow’s higher
needs• Reflects Herzberg’s
‘motivational’ factors or satisfiers
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
ClimateThe observable habits
that characterise life in an organisation.
CultureThe values and beliefs that
reflect the deeper foundations of the
organisation.
Climate AND culture
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Some of the challenges in established organisations
• The restricting power of a well worn rut
• The inertia of a heavy body
• The administrative standardisation
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
ResourcesWork Environment, People, Machinery, Concepts, Funds,
Rewards, Management, Hierarchy, Tools, Methods, etc.
Effects onQuality, Creativity & Innovation, Productivity,
Well-Being, Job Satisfaction, Profit, etc.
ClimateOrganizational & Psychological Processes
Problem-Solving, Decision-Making,Learning, Motivation, Communication, etc.
Climate moderates resources and results
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
The dimensions of climate
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
The nine climate dimensions normative data
a
Source: Ekvall, G. CCQ Inter national Norms. Swedish Council for Management andWork Life Issues.
*N=Number of Companies
Innovative(*N=10)
ClimateVariables
Stagnated(*N=5)
Average(*N=15)
Freedom
Idea Time
Conflict
Debate
174
111
88
128
153
97
140
105
210
148
78
158
Challenge & Involvement
Trust and Openness
Playfulness/Humor
Idea Support
Risk-Taking
190
160
169
164
112
163
128
140
108
53
238
178
230
183
195
a
International Organizations
© Ekvall & Arvonen
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
What can you do?
Assessment Questions Amount: Little --------------- A Lot
1. To what degree are people here deeply committed to their jobs? 1 - 2 - 3 - 4 - 5
2. To what degree are people able to decide how to do their jobs? 1 - 2 - 3 - 4 - 5
3. To what degree do we take the time to think of alternate ways
to accomplish a difficult task before having to take action? 1 - 2 - 3 - 4 - 5
4. To what degree are new ideas given a warm reception, and to
what degree are resources available to give new ideas a try? 1 - 2 - 3 - 4 - 5
5. To what degree is there emotional tension here? 1 - 2 - 3 - 4 - 5
6. To what degree is there lively debate on the issues? 1 - 2 - 3 - 4 - 5
7. To what degree do we hear good-natured joking, and to what
degree is the work atmosphere relaxed? 1 - 2 - 3 - 4 - 5
8. To what degree are people informal and open with one another? 1 - 2 - 3 - 4 - 5
9. To what degree do people feel free to take action when the
outcome might not meet expectations? 1 - 2 - 3 - 4 - 5
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Need more - Chapter 19 or contact us
Andy WilkinsPartner, Perspectiv LLP;Senior Honorary Visiting Fellow,Cass Business [email protected]
Kate Stuart-CoxPartner, Perspectiv [email protected]
James ArcherAssociate Perspectiv [email protected]
© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.
Business Analysis and Leadership:Context, culture and climate
Developed and presented by:Andy Wilkins and Kate Stuart-Cox
IIBA UK Event in London, 4th September