www.gridinternational.com. more than 750 people & more than 115 teams from e&pd, p&g,...
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www.gridinternational.com
www.gridinternational.com
More Than 750 People & More than 115 Teams from E&PD, P&G, SEK, and NK
www.gridinternational.com
www.gridinternational.com
www.gridinternational.com
The culture audit clearly highlights a Paternalistic & Status Quo culture. It is not that the existing culture does not generate results. However, in order to fulfill its 2030 strategy, a synergistic culture must be established (4+3)= 13. A common language has become the foundation of the new culture among the directorates (E&PD, P&G, SEK, NK)
1.Monthly follow-up meetings with teams to ensure implementation of improvement steps & change strategies as defined and agreed on
2.Teams with intra-departmental barriers attend Phase 3 (for enhanced co-ordination & efficiency)
3.The initiative is repeated across (WK, Admin & Finance, ). This creates alignment and therefore added momentum to the 2030 strategy
4.Build awareness of the impact of a healthy culture through intranet and or awareness workshops through the steering committee.
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• Include the new values as part of the KPIs in the BSC
• Values are systematically incorporated in all KOC systems, e.g. induction programs, performance appraisals, and reward systems
• Incorporate the values in all communication formal and informal, e.g. monthly news letter, Energy etc.
• Make culture a specific aspect and central to the 2030 strategy
• Ensure a bi-annual update report is published
• Guarantee continuity during transition with a handover of the initiative
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A healthy culture is the only means of unlocking the full potential of KOC staff.
As KOC culture becomes open and transparent the daily frustrations, politics, hidden agendas, differences &
disagreements are resolved and removed. This creates the synergy needed for releasing full potential.
A healthy environment provides for a solid foundation in which KOC employees can fully grow and develop to achieve the
company’s mission together.
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Quote after his second Grid meeting with his top team:
“I feel proud because we have planted a seed at KOC
which is the new language of openness, critique and
feedback. We may not be there in a few months or a few
years from now, but I believe this is going to be the new
culture at KOC. I am confident that this will be the
culture of future generation at KOC even 20yrs from
now. I am sure now more than ever, that it will be very
difficult to achieve the 2030 strategy without the culture
of openness, candor, feedback, conflict resolution, and
consensus decision making.”
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