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Organisational Culture Change and Leadership in a Multi Utility.

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Presentation on theme: "Organisational Culture Change and Leadership in a Multi Utility."— Presentation transcript:

1 Organisational Culture Change and Leadership in a Multi Utility

2 Culture Survey Human Synergistics engaged Executive Team completed Leadership Impact Survey Organisational Culture Inventory (OCI) and Organisational Effectiveness Inventory (OEI) surveys undertaken over 4 week period – July % response rate

3 Survey Results Balance of task and people High security focus Primary styles driving culture – avoidance and oppositional Minimal Constructive styles Very busy, yet not focussed on the right things

4 Operational Business Units NetworksGenerationRemote Operations Water Services Retail

5 What the data told us Consistent cultural style across business units and locations Culture firmly entrenched Challenged the “we’re different” myth High job security, positive intention to stay and low stress Mission and Philosophy, Leadership and Management, Problem solving skills

6 Understanding Culture

7

8 Leadership CulturePerformance Leadership | Culture | Performance

9 2009 Results N = Results ; N = 53 StylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift Significance NS: Not Significant;*: p < 0.05; **: p < 0.01; ***: p < Statistical results are based on t-tests carried out on raw (rather than normed) scores. Service Delivery Business Unit AchievementApprovalOppositional NS NS NS Self-ActualisingConventionalPower NS NS NS Humanistic- Encouraging DependentCompetitive NS NS NS AffiliativeAvoidancePerfectionistic NS NS NS

10 2009 Results N = Results N = 14 StylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift Significance NS: Not Significant;*: p < 0.05; **: p < 0.01; ***: p < Statistical results are based on t-tests carried out on raw (rather than normed) scores. Internal Support Business Unit AchievementApprovalOppositional * NS NS Self-ActualisingConventionalPower NS NS NS Humanistic- Encouraging DependentCompetitive NS NS NS AffiliativeAvoidancePerfectionistic NS NS NS

11 2009 Results N = Results N = 14 StylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift Significance NS: Not Significant;*: p < 0.05; **: p < 0.01; ***: p < Statistical results are based on t-tests carried out on raw (rather than normed) scores. High Performing Technical Team within Operational Business Unit AchievementApprovalOppositional NS NS NS Self-ActualisingConventionalPower NS NS NS Humanistic- Encouraging DependentCompetitive NS NS NS AffiliativeAvoidancePerfectionistic NS NS **

12 What the results told us Moving in the right direction Varied rates of progress Business units need to do more Leadership – culture – performance link was apparent Move from knowing to doing Continue with current activities and do more

13 Challenges of change Executive Buy In Maintaining momentum Time Working in the culture Change fatigue Competing with operational demands- keeping culture change on the agenda Encouraging support and creating environment for new leaders to develop and apply learnings

14 Insights Engineering mindset Leadership and commitment Revisit the basics Keep focus on what is needed to change Support Takes time Celebrate every win, acknowledge achievement and reflect

15 What’s next? Building accountability Recognition and Acknowledgement Continue with existing initiatives Increased business unit involvement and action Team leader development programs Coaching for improvement and support


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