1. Cultural Transformation Tools Overview
2012
www.valuescentre.com
www.valuescentre.com 1
www.valuescentre.com

2. Barrett Values Centre

3. National/Regional Values Assessments
Australia France Argentina
Belgium Latvia Venezuela
Bhutan South Africa
Not statistically valid
Brazil Spain (r)
Sweden Requests from
Canada United Arab Emirates
Trinidad
Switzerland Singapore
Denmark New Zealand
Israel
United Kingdom (r) Hungary
Finland Romania
Slovakia
USA Norway
Iceland Puerto Rico
Costa Rica
Columbia
Macedonia (r)
As at Feb 2012
(r) = Region
3
www.valuescentre.com

4. Organizational
transformation starts
with the personal
transformation of the
leaders
"The thing I have learned at IBM is that
culture is everything.“ Lou Gerstner
4

5. A Tale of Two Companies
Organisation A Organisation B
Service
Making a Difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Value Level Value Level
client satisfaction 2 blame 2
making a difference 6 short term focus 1
integrity 5 internal competition 2
teamwork 4 buck passing 3
humor/fun 5 risk averse 1
quality 3 customer satisfaction 2
ethics 7 information hoarding 2
financial stability 1 profit 1
5

6. A Tale of Two Companies
Organisation A Organisation B
Service
Making a Difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
People Financial Excellence Ethics Resilience
viability
6

7. Maslow’s Needs to Barrett’s Consciousness
Self-Actualization
Know and
Know and
Understand
Understand
Abraham Maslow
Self-esteem Richard Barrett
Love & Belonging
Safety
Physiological
Needs Consciousness
7

8. Story of a Full Spectrum Organisation
Service to humanity and societal contribution
External collaboration, community involvement
Sense of purpose & strong internal community
Ongoing improvement and employee participation
High performance systems, high quality output
Positive relationships that support organisation needs
Financial viability and employee safety
8

9. 7 Levels of Organisational Consciousness
Positive Focus / Excessive Focus
Service To Humanity and the Planet
Service Social responsibility, future generations, long-term
perspective, ethics, compassion, humility
Strategic Alliances and Partnerships
Making a Environmental awareness, community
Difference involvement, employee
fulfilment, coaching/mentoring
Building Internal Community
Internal Cohesion Shared values, vision, trust, commitment, integrity,
passion, transparency, humour/fun
Continuous Renewal and Learning
Transformation Courage, accountability, adaptability, empowerment,
teamwork, goals orientation, personal growth
High Performance
Self-esteem Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Employee Recognition
Relationship Loyalty, friendship, open communication, customer
satisfaction, friendship. Manipulation, blame
Financial Stability
Survival Shareholder value, profit, organisational growth,
employee health, safety. Control, corruption, greed
9

10. Cultural Entropy
Cultural Entropy measures that percentage of
fear, dysfunction, negative and destructive energy in the
organisation (e.g.
blame, manipulation, corruption, exploitation, bureaucrac
y)
40% = Crisis
10% = Healthy
10

11. Survey Questions
1) Personal Values
Please select ten of the following values/behaviours that most
reflect who you are, not who you desire to become.
2) Current Organisational Culture Values
Please select ten of the following values/behaviours that most
reflect how your organisation currently operates.
3) Desired Organisational Culture Values
Please select ten of the following values/behaviours that you
would desire for your organisation to achieve it's highest
performance.
11

12. CBT Technology (154)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-1-6-0 IROS (P)=1-3-6-0 IROS (L)=0-0-0-0
honesty 61 5(I) cost reduction (L) 76 1(O) client satisfaction 66 2(O)
Matches commitment 60 5(I) bureaucracy (L) 66 3(O) employee fulfilment 65 6(O)
PV - CC 0 humour/fun 53 5(I) confusion (L) 61 3(O) continuous improvement 58 4(O)
CC - DC 1
PV - DC 2 reliability 51 3(R) profit 54 1(O) effective communication 56 2(R)
enthusiasm 44 5(I) information hoarding (L) 47 3(O) teamwork 50 4(R)
Health Index adaptability 43 4(I) short term focus (L) 47 1(O) financial stability 44 1(O)
(PL)
family 37 2(R) hierarchical (L) 45 3(O) adaptability 42 4(I)
PV-10-0
CC - 3-7 integrity 34 5(I) results orientation 39 3(O) trust 38 5(R)
DC - 10-0
trust 34 5(R) client satisfaction 38 2(O) professionalism 35 3(O)
balance home/work 32 4(I) empire building (L) 36 2(R)
vision 35 7(O)
Black Underline = PV & CC Orange = CC & DC P = Positive I = Individual O = Organisational
Orange = PV, CC & DC Blue = PV & DC L = Potentially Limiting (white circle) R = Relationship S = Societal
Values Plot Copyright 2012 Barrett Values Centre May 1, 2012

13. 13

14. Cost of Limiting Values
• Short-term Focus £3,489,818
• Confusion £3,178,636
• Bureaucracy (unnecessary) £1,799,618
• Empire Building £1,764,682
• Information Hoarding £1,634,045
• Sickness and Leavers £834,225
• Hierarchical £624,327
• Long Hours £187,909
• Total Entropy (potential business value) £13,504,261
Based on staff’s perception of lost productivity and opportunity.
Annual income £33,000,000 and loss of £500,000 in 2000.
Investment Leadership – Jim Ware’s book contains data showing the comparison
between healthy and unhealthy cultures and bottom line performance.
14

15. Core Values – Lived or Ignored?
Core Values (I-Care) Core Values
integrity client collaboration
compassion teamwork
accountability delivery
respect meritocracy
excellence integrity
1. accountability 1. long hours (L)
2. customer satisfaction 2. being the best
3. being the best 3. cost reduction (L)
4. commitment 4. poor communication (L)
5. compassion 5. client collaboration
6. continuous improvement 6. bureaucracy (L)
7. integrity 7. confusion (L)
8. teamwork 8. arrogance (L)
9. cost effectiveness 9. hierarchy (L)
10. respect 10. silo mentality (L)
15

16. Cultural Evolution Begins with Personal Evolution
CVA Current Culture LV A Feedback 14 Assessors
The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
Cultural Entropy 38% Personal Entropy 64%
1. short-term focus (L) 13 Level 1 power (L) 11 Level 3
2. blame (L) 11 Level 2 blame (L) 10 Level 2
demanding (L) 10 Level 2
3. manipulation (L) 10 Level 2
manipulative (L) 10 Level 2
4. caution (L) 7 Level 1
experience 9 Level 3
5. cynicism (L) 7 Level 3
controlling (L) 8 Level 1
6. bureaucracy (L) 6 Level 3
arrogant (L) 7 Level 3
7. control (L) 6 Level 1
authoritarian (L) 6 Level 1
8. cost reduction 5 Level 1 exploitative (L) 6 Level 1
9. empire building (L) 5 Level 2 ruthless (L) 6 Level 1
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3
16

17. Cultural Evolution Begins with Personal Evolution
CVA Current Culture LV A Feedback 27 Assessors
The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Cultural Entropy 7% Personal Entropy 9%
1. customer satisfaction 16 Level 2 continuous learning 11 Level 4
2. commitment 11 Level 5 generosity 11 Level 5
3. continuous learning 11 Level 4 commitment 10 Level 5
4. making a difference 11 Level 6 positive attitude 10 Level 5
5. global perspective 9 Level 3 vision 10 Level 7
6. mentoring 9 Level 6 ambitious 9 Level 3
7. enthusiasm 8 Level 5 making a difference 8 Level 6
8. leadership development 8 Level 6 results orientation 8 Level 3
9. integrity 7 Level 5 honesty 7 Level 5
10. open communication 7 Level 2 integrity 7 Level 5
11. optimism 7 Level 5 intuition 7 Level 6
12. shared values 7 Level 5 leadership developer 7 Level 6
17

18. Cultural Evolution – Whole System Change
Values Behaviors
Personality Character
Individual
Individual values and beliefs Individual behaviors
Personal Alignment
Values Mission
Alignment Alignment
Collective
Structural Alignment
Culture Social Structures
Group values and beliefs Group behaviors
18
Thank you Ken Wilber

19. Whole Systems Change – Preparation Phase
2. Baseline measurement (CVA) 3. Revisit the
1. Commitment from leadership
of the organisation & creation of existing vision
to the transformation process
performance scorecard & mission or
engage in the
4 why’s process
to create one
4. Define core
How can we remain adaptable? values
& behaviours
How can we position in the
organisation
ourselves for the future?
5. Develop the compelling
How can we build our Reasons for change
long-term resilience?
19

20. Whole Systems Change: Implementation Phase
6. Personal Alignment 7. Structural Alignment 8. Values Alignment
Begins with the New employee/ Integrate the core
leadership team and Executive selection values and behaviours
later expands to the of the organsiation
larger leadership group New employee/ into the executive and
including managers and Executive orientation employee population.
supervisors
Employee/executive
performance evaluation
Why?
Employee/executive
promotion criteria 9. Mission Alignment
Talent selection and
development programmes
Management
development programmes Integrate the vision
and mission of the
Leadership development organisation into the
Programs executive and
employee population.
Values Awareness
programmes
20

21. 1995
1998
2006
2010
2012

22. Bank Example
Exec Team Current Culture Employee Current Culture
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0 IROS (P)= 0-1-3-0 | IROS (L)= 0-2-5-0
1. being the best 8 3(O) 1. long hours (L) 314 3(O)
Matches
1 2. accountability 5 4(R) 2. being the best 295 3(O)
3. client satisfaction 5 2(O) 3. cost reduction 286 1(O)
4. honesty 5 5(I) 4. poor communication (L) 280 2(R)
5. teamwork 5 4(R) 5. client first 268 6(R)
6. achievement 4 3(I) 6. bureaucracy (L) 263 3(O)
7. brand image 4 3(O) 7. confusion (L) 255 3(O)
8. excellence 4 3(I) 8. arrogance (L) 252 3(R)
9. staff engagement 4 5(O) 9. hierarchy (L) 250 3(O)
10. trust 4 5(R) 10. results orientation 243 3(O)
11. silo mentality (L) 243 3(O)
Orange = Values match P = Positive I = Individual
L = Potentially Limiting R = Relationship
(white circle) O = Organizational
S = Societal
Copyright 2008 Barrett Values Centre

23. Latvian Russian
Desired Culture Desired Culture
caring for elderly economic growth
economic growth caring for elderly
concern for future generations affordable housing
job security concern for future generations
environmental awareness job security
caring for the disadvantaged social justice
affordable housing caring for the disadvantaged
education environmental awareness
honesty human rights
prosperity material wealth

24. Democrat Republican
Personal Values Personal Values
caring family
family caring
humor/ fun honesty
honesty responsibility
friendship humor/ fun
responsibility accountability
compassion respect
respect positive attitude
accountability integrity
positive attitude friendship