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WELCOME!

You Facilitators Chairman and Founder of Denison Consulting
Dan Denison Chairman and Founder of Denison Consulting Bryan Adkins CEO of Denison Consulting

Agenda What is Denison How to Work with Denison
How to Sell and interface with product Tools and Resources Ongoing Support CE, Denison Contact (Nadine) Ongoing webinar Training Series

About Denison Consulting

Denison Consulting LLC
Established in 1998 by Dan Denison & William Neale Over 5,000 clients globally Solutions deployed in over 40 languages in 50 countries to over 5 million respondents Our current largest client uses 34 languages in 34 countries for 100,000 participants annually Models are based on over 25 years of research on culture, leadership, and performance

Global Partner Network
Sweden Scotland France, Belgium, Luxembourg, The Netherlands UK US, San Diego Canada Turkey US, Ann Arbor Greece Japan Mexico China UAE Thailand Colombia Malaysia Ghana Indonesia Peru Chile Australia New Zealand All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.

Our Clients

Why Denison Research-based model linking culture to performance
Business focus and language Global reach Technology and ease of use Align culture and leadership Denison Support structure Case studies, research notes, workshops, eWorkshops, webinars, best practices… Global Consulting Network

Building a High Performance Business Culture
Denison Solutions Building a High Performance Business Culture Turnaround & Transformation Leadership Transitions Development Mergers Acquisitions Strategic Alignment

Global Consulting Network
Over 200 members across the world Range from consulting firms to individual independent consultants Some partner with Denison for deeper ongoing collaboration All have access to extensive Denison content and tools on our Consultant Essential Site Currently initiating special training webinars on working with Denison

Developing a High Performance Culture

Why Culture Matters

“The bottom line for leaders is if they do not become conscious of the cultures in which they are embedded, those cultures will manage them. Cultural understanding is desirable for all of us, but it is essential to leaders if they are to lead.” Edgar Schein, Ph.D., Former Professor at MIT and recognized authority in the field of Organizational Culture and Leadership

“I came to see in my time at IBM, that culture isn’t just one aspect of the game – it IS the game. In the end, an organization is no more than the collective capacity of its people to create value. Vision, strategy, marketing, financial management – any management system, in fact – can set you on the right path and can carry you for a while. But no enterprise – whether in business, government, education, health care, or any area of human endeavor – will succeed over the long haul if those elements aren’t part of its DNA.” I came to see in my time at IBM, that culture isn’t just one aspect of the game – it IS the game. In the end, an organization is no more than the collective capacity of its people to create value. Vision, strategy, marketing, financial management – any management system, in fact – can set you on the right path and can carry you for a while. But no enterprise – whether in business, government, education, health care, or any area of human endeavor – will succeed over the long haul if those elements aren’t part of its DNA. Lou Gerstner, Who Says Elephants Can’t Dance? Lou Gerstner Who Says Elephants Can’t Dance? 15 All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.

“It’s about culture. I could leave our strategy on an airplane seat and have a competitor read it and it would not make any difference.” John Stumpf, CEO, Wells Fargo Bank “It’s about culture. I could leave our strategy on an airplane seat and have a competitor read it and it would not make any difference.” John Stumpf, CEO, Wells Fargo Bank 16 All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved. 16

“If everything is under control ... you’re not going fast enough”!
Mario Andretti

“Any competitor can duplicate our putting satellite TV’s in every seat, any competitor can duplicate our larger overhead bin space, any competitor can duplicate our extra leg room, any competitor can duplicate our roomier leather seats, but NO competitor can duplicate the culture and leadership we’ve created that delivers the JetBlue experience to our customers.” Any competitor can duplicate our putting satellite TV’s in every seat, any competitor can duplicate our larger overhead bin space, any competitor can duplicate our extra leg room, any competitor can duplicate our roomier leather seats, But NO competitor can duplicate the culture and leadership we’ve created that delivers the jetBlue experience to our customers David Neeleman, CEO, JetBlue Airways David Neeleman, CEO, JetBlue Airways 18 All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved. 18

What is Corporate Culture?
“The way we do things around here” “Lessons learned that are important to pass on to the next generation” Culture “Software of the mind” that organized the behavior of people “What we do when no one is looking”

Mindset is the Foundation
Norms, Behaviors and Artifacts. Visible, tangible. Personal Values and Attitudes. Less visible, but can be talked about. Cultural Values and Assumptions. Usually not visible at all, often held subconsciously, rarely (if ever) questioned in everyday life.

Culture Reflects Lessons Learned Over Time
Survival Culture Underlying Principles Visible Symbols Image by R.A. Clevenger

Products

Culture Change Solutions Leadership Development Solutions
Core Products Culture Change Solutions Leadership Development Solutions Culture Survey (60 items) Custom Content Modules Customizable Change Monitor pulse survey Leadership Survey Change Monitor

The DOCS Content Modules
Innovation Short instruments that may be added to the DOCS Brief (5-7 items), reliable, and valid measures Benchmarked against a database of organizations Data reported in means and percentiles Strengthens the value of information from the DOCS Commitment Engagement Trust

Snapshopt

The Denison Culture Model

What Counts… Adaptability Pattern, Trends, & Market
Building human capability, ownership, and responsibility “Are our people aligned and engaged?” Adaptability Pattern, Trends, & Market Mission Direction, Purpose, & Blueprint Defining a meaningful long-term direction for the Company “Do we know where we are going?” Translating the demands of the business environment into action “Are we listening to the marketplace?” Involvement Commitment, Ownership, & Responsibility Consistency Systems, Structures, & Processes Defining the values & systems that are the basis of a strong culture “Does our system create leverage?”

MISSION Creating Shared Vision: creating a clear and compelling vision of a future state Defining Strategic Direction & Intent: understanding, developing and executing strategy Defining Goals & Objectives: setting clear goals and tracking progress against those goals

INVOLVEMENT Developing Organizational Capability:
developing employees to meet current and future organizational needs Building Team Orientation: developing successful, effective teams Empowering People: sharing information and communicating so that employees have the information they need to make informed decisions – the ability to make a difference

ADAPTABILITY Creating Change:
encouraging change and continuous improvement Emphasizing Customer Focus: understanding customer needs - developing responsive, effective working relationships with customers Promoting Organizational Learning: seeing continuous learning and innovation as critical to adapting and leading in a dynamic environment

CONSISTENCY Managing Coordination & Integration:
building effective working relationships with a range of colleagues & stakeholders across the organization Working to Reach Agreement: engaging in effective problem solving and decision making Defining Core Values: aligning the behavior of self and others in accordance with the Core Values

Building human capability, ownership, and responsibility “Are our people aligned and engaged?” Adaptability Pattern, Trends, & Market Mission Direction, Purpose, & Blueprint Defining a meaningful long-term direction for the Company “Do we know where we are going?” Translating the demands of the business environment into action “Are we listening to the marketplace?” Involvement Commitment, Ownership, & Responsibility Consistency Systems, Structures, & Processes Defining the values & systems that are the basis of a strong culture “Does our system create leverage?”

What Counts… Mission Direction, Purpose, & Blueprint
Building human capability, ownership, and responsibility “Are our people aligned and engaged?” Mission Direction, Purpose, & Blueprint Defining a meaningful long-term direction for the Company “Do we know where we are going?” Involvement Commitment, Ownership, & Responsibility Consistency Systems, Structures, & Processes Defining the values & systems that are the basis of a strong culture “Does our system create leverage?”

Mission Direction, Purpose, & Blueprint Defining a meaningful long-term direction for the Company “Do we know where we are going?” Translating the demands of the business environment into action “Are we listening to the marketplace?” Consistency Systems, Structures, & Processes Defining the values & systems that are the basis of a strong culture “Does our system create leverage?”

Building human capability, ownership, and responsibility “Are our people aligned and engaged?” Adaptability Pattern, Trends, & Market Mission Direction, Purpose, & Blueprint Defining a meaningful long-term direction for the Company “Do we know where we are going?” Translating the demands of the business environment into action “Are we listening to the marketplace?” Involvement Commitment, Ownership, & Responsibility

Mission Direction, Purpose, & Blueprint Defining a meaningful long-term direction for the Company “Do we know where we are going?” Translating the demands of the business environment into action “Are we listening to the marketplace?” Consistency Systems, Structures, & Processes Defining the values & systems that are the basis of a strong culture “Does our system create leverage?”

Denison Model: Dynamics Tensions
Flexible Adaptability + Involvement A flexible organization has the capability to change in response to the environment. Stable Mission + Consistency A stable orientation contributes to an organization’s capability to remain focused and predictable over time.

External Focus Adaptability + Mission The organization’s focus is on adapting and changing in response to the external environment Internal Focus Involvement + Consistency The organization’s focus is on the dynamics of the internal integration of systems, structures, & processes

Top-Down; Bottom-Up: Mission + Involvement Linking purpose, direction & goals to a shared sense of responsibility, ownership, and commitment by employees Stimulate Progress; Preserve the Core Adaptability+ Consistency Balance dual challenges of external adaptation and internal integration

The Link to Performance Summary

The Link to Performance
Linking Organizational Culture to the Bottom Line Performance

The Link to Performance
· Innovation · Sales Growth · Market Share · Creativity · Customer Satisfaction · Profitability ROI, ROS, ROE · Quality · Employee Satisfaction

Impact on Financial Performance
The higher the culture scores, the greater profitability, sales growth, & market value (based on a study of 102 firms; ) Bottom 25% Top 25% Return-on-Assets 4.5% 6.3% Sales Growth .1% 15.1% Market-to-Book Ratio 3.5 4.4

Satisfying Your Customers
Below 50% Highly Satisfied Above 80% Highly Satisfied Study of Automotive Service Centers in the USA Total of 338 dealerships and over 12,000 employees Compares organizational culture & customer satisfaction

Difference Between High and Low Satisfaction Customers

Culture and Innovation
Market Value Attributed to Future Growth 26% Market Value Attributed to Future Growth 65%

Culture and Innovation
New Product Development 22nd Percentile New Product Development 69th Percentile From a sample of 350 client organizations

Impact of Human Capital on Growth
Bottom 25% Top 25% Say: In another study, they looked at 102 publicly traded firms. Based on their overall culture scores, they compared the Return on Assets, Sales Growth and Market-to-Book ratio of those firms scoring in the top 25% on the culture survey with those scoring in the bottom 25 percent. You can see there were significant differences between the two groups. The firms with higher culture scores also scored significantly higher on ROA, Sales Growth and Market-to-Book ratio. 1 Sales Growth .1% Sales Growth 15% 48 All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved. 48

Modules

The DOCS Content Modules
Innovation Short instruments that may be added to the DOCS Brief (5-7 items), reliable, and valid measures Benchmarked against a database of organizations Data reported in means and percentiles Strengthens the value of information from the DOCS Commitment Engagement Trust

DOCS–Modules Link: Overview
The DOCS Assesses a high performance business culture Identifies cultural strengths/weakness es as they apply to organizational performance Results are presented using the DOCS benchmark database Content modules Supplement information provided by the DOCS with more targeted questions Potential outcomes to a positive organizational culture Results are presented using each module benchmark database Overlap The DOCS provides some information about the topics covered in the content modules

Employee Engagement: Dimensions
Employee engagement: A heightened positive, emotional state in relation to one’s work or organization. Discretionary Effort My work drives me to go the extra mile. Excitement Enthusiasm I am enthusiastic about working for this organization. Pride I am proud to work for this organization. We conducted an extensive review of the academic literature and popular business press to produce a lengthy list of items and definitions. We noticed that the items and definitions seemed to fall into several categories, including excitement/enthusiasm, pride, interest/passion, inspiration/energy, and when employees give discretionary effort. After piloting a longer list of items with dozens of organizations, we created a shorter version that directly assesses these core dimensions of engagement. Interest Passion I am passionate about my work. Inspired Energized My work energizes me.

Employee Engagement–DOCS:
Top predictors of Employee Engagement 3 1 2 1 With a high level of empowerment, employees tend to be more engaged as they can make decisions and have input. A shared vision can increase the level of engagement by creating excitement and motivation and direction. 2 People are more likely to be engaged when they have autonomy and capability development opportunities. 3 Capability Development and Core Values displayed the same correlation value to Engagement, which is why both were labeled as “3.” A clear set of core values promotes engagement by providing clarity and guidance around behaviors and practices. 3

Organizational Innovation: Dimensions
Organizational Innovation: The successful implementation of creative ideas. Creativity People are encouraged to be creative. Implementation We are able to implement new ideas. New ideas are continually evaluated and improved upon. Organizational Support & The Role of Innovation Support for developing new ideas is readily available. Innovation is a large part of our business activities.

Organizational Innovation–DOCS:
Top predictors of Organizational Innovation 2 3 1 4 Innovative organizations encourage employees to take educated risks and learn from failures as well as successes. 1 Flexibility and the ability to respond well to the external environment enable organizations to create change & innovate. 2 Vision guides innovation by providing a clear direction & a roadmap for translating ideas into reality 3 Empowerment fosters creativity by building ownership and responsibility and encouraging information sharing. 4

Organizational Trust: Dimensions
Organizational Trust: A belief that co-workers have positive motives and intentions - that one’s best interests are considered and that others can be relied upon. Benevolence Compassion In this organization, decisions are made with employees’ best interests in mind. People in this organization have good motives and intentions. Integrity Honesty Openness This organization conducts business with integrity. The people who work here are honest. There are very few secrets in this organization. Benevolence/Compassion: Not taking advantage of others and being concerned for other’s interests and needs. Integrity/Honesty/Openness: In a trustworthy organization, people communicate honestly and openly, and business is conducted with integrity by adhering to moral and ethical standards. Overall Trust: This item was added as a direct measure of trust, and for face validity. Overall Trust Employees consider this organization to be trustworthy.

Organizational Trust–DOCS:
Top Predictors of Organizational Trust 1 2 3 4 1 Agreement is key to trust, as it helps people work together to reach consensus and find win-win solutions. 2 Empowerment : Trust is high when information is widely shared and people are involved in business planning. Trust is strongly related with team orientation; relationship building and teamwork helps build trust. 3 Trust level is high when there is internal capability development opportunities, as competence is a key component of trust 4

Employee Commitment: Dimensions
Employee commitment: (a) employees’ personal attachment to the organization, and (b) their need and/or desire to remain with the organization. Affective Commitment I am highly committed to this organization. I would recommend working for this organization to others. I feel a strong personal connection to this organization. Continuance Commitment It would be difficult for me to leave this organization. I continue to work here more out of choice than necessity. Affective Commitment: Employees’ emotional attachment to the organization. Individuals identify with and enjoy membership in the organization. “They want to be there.” Continuance Commitment: Commitment due to a high perceived cost of leaving the organization. “They have to be there.” Turnover Intention: Employees’ intent to leave the organization. Turnover Intention I rarely think about looking for a job with another organization.

Employee Commitment–DOCS:
Top Predictors of Employee Commitment Agreement – the ability to surface and resolve important problems and issues that arise – resulting in shared commitment to action 1 1 2 4 3 Empowerment - employees believe they can have an impact – increasing their personal commitment 2 Core values - enhance commitment based on a shared sense of what is important to the organization - what it values 3 Creating change – employee commitment is enhanced when organizations and leaders are committed to continuous improvement 4

The Benchmarking Process

Denison Global Benchmark
931 companies in 48 Countries 28% are Multinationals 50% of the respondents in the last 5 years from outside the US

Why We Recommend Global Benchmark
The most stable, representative comparison group Different Industries and different Countries, on average, have very similar results to the global benchmark Composites are available for many different Industries, Regions and Countries

Why We Use Percentiles Survey Item Mean % Favorable Score (4s & 5s)
Most employees are highly involved in their work There is an ethical code that guides our behavior and tells us right from wrong Customer input directly influences our decisions People work like they are part of a team There is good alignment of goals across levels Our vision creates excitement and motivation for our employees It is easy to coordinate across different parts of the organization 3.94 3.78 3.59 3.46 3.21 3.04 2.81 86% 82% 64% 57% 41% 40%

Why We Use Percentiles Survey Item Mean % Favorable Percentile
Score (4s & 5s) Score Most employees are highly involved in their work There is an ethical code that guides our behavior and tells us right from wrong Customer input directly influences our decisions People work like they are part of a team There is good alignment of goals across levels Our vision creates excitement and motivation for our employees It is easy to coordinate across different parts of the organization 3.94 3.78 3.59 3.46 3.21 3.04 2.81 86% 82% 64% 57% 41% 40% 50

Culture Sample Reports

Organization Composite Report

Line Item Report

High Low Report

Organizational Culture Module Report
Employee Engagement Innovation Organizational Trust Organizational Commitment

Change Monitors Choose 2-3 indexes to resurvey
Implemented 3-6 months after initial survey Increases accountability and follow through All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.

Understanding Your Culture Results

Are we clear and aligned?
Are our people happy? Is our culture… good or bad? strong or weak? Are we clear and aligned? Culture

Higher levels of performance High level of clarity & alignment
Average levels of performance Mix of clarity & confusion Lower levels of performance Confusion & uncertainty reigns Some people look at their culture results and will say that it is an indication of how ‘happy’ their people are or the extent to which we have a good or bad culture. We prefer to use the words ‘Clarity and Alignment’ when talking about culture. We have learned that when organizations have a lot of color in their profiles – they also have higher levels of clarity & alignment – meaning employees can describe their priorities…what teamwork looks like…what their core values are. The more ‘white’ space we see in a profile – the less likely employees are to be able to describe those things. We say that the more white space you see - the more uncertainty and confusion that typically exists within the group or organisation.

What you might hear…

“Change is NOT a criticism of the past.”
“The vision is inspiring and exciting – it gives us a sense of purpose.” “Change is not a program…it is a matter of survival” “Clear Line-of-Sight” “We do project post-mortems and lessons learned events” “One-on-ones and reviews provide individuals with constant reminders of our goals.” “Forgive and remember” “We all have the same vision which keeps us focused on what really matters.” “A customer mind-set permeates the organization” “We ask ourselves what does the customer want and need when we are looking at our processes.” “The focus on the organization's short term and long term goals is what makes the company reach high levels of achievement.” “We band together to work as a single unit to achieve our daily goals.” “We solve problems and we move forward together.” “Communication efforts across departments has allowed for a broader perspective and better decisions.” “There is a high level of transparency in this organization.” “I don't feel like I work for this great company - rather, I feel a sense of ownership.” “We value highly capable people. The talent level here is very high.” “My manager not only lives the core values but regularly addresses them on conference calls which I find impressive!” “I feel that I am using my skills and intelligence rather than being micro-managed.” “All the team members believe in doing the right thing and creating win-win situations when possible.” 75

“Fear is prevalent throughout the organization.”
“We’re not sure what the future holds.” “Flying blind” “Change happens to us, not with us.” “My priorities are whatever my boss says they are that day.” “We can be arrogant…we don’t always listen to our customers.” “Our philosophy is Naming - Blaming – Shaming.” “We’re fire fighters” “This is how we’ve always done it.” “Uncertainty is the best word to describe working here.” “We have trouble retaining talent.” “Silos” “It’s all about winners and losers.” “This is a Compliance Culture.” “Issues remain unresolved and the team stays in a state of flux.” “Check your brain at the door.” “Self-serving” “Internal competition is valued over cooperation.” “The leaders don’t walk the talk.” “Information is power.” “End justifies the means” “Leaders believe they always know best.” 76

One Hundred Year Old Manufacturing Company

Questions to Consider What is this organization good at?
What business challenges might they be facing? What do you think it takes to be successful in this organization? What would get you in trouble?

Some Common Patterns

Other Common Patterns

Doughnut of Doom

Doughnut of Doom (with some hope!)

Doughnut of Doom (with a different foundation!)

Short-term Work As A team (with Customer Focus + Coordination & Integration)

Short Term Work As A Team (Low Customer Focus and Coordination & Integration)

Working As A Team to Support the Longer Team (Lower Goals & Objectives)

Full Color

Interpreting Your Culture Results

Understanding Your Results
This is a percentile score. This is your organization’s score as a percentage benchmarked against the average of the other organizations in our global normative benchmark. This organization, for example, scored better than 82 percent of all the other organization in the database in the Goals & Objectives index. This is one of the four key traits that impact business performance. This is one of the three indexes that measure the behaviors of this trait. Each of the twelve indexes consists of five survey items. The profile is colored to show the quartile in which the percentile falls. This score, for example, falls in the fourth quartile.

Understanding Your Line Item Results
This is one of the four key traits in the model. These are the four quartiles in which your percentiles may fall. These are the items as they appear on the survey. These are the percentile scores for each line item. These scores are also benchmarked against the global database. The +/- symbols indicate that this item was one of the top five (+) or bottom five (-) scores on the survey. The raw score has been reversed for this negatively worded item marked with an asterisk (*). In all cases, a higher score indicates a more favorable condition. All content and images Copyright © 2011 Denison Consulting, LLC. All Rights Reserved.

Understanding Your High-Low Results
These are the five items for which your organization received the highest percentile scores. They are listed in order from highest to lowest score. These are the five items for which your organization received the lowest percentile scores. They are listed in order from lowest to highest score. The colors indicate the traits the items are to attributed for easy identification of patterns and trends.

Understanding Your High-Low Results
There are EIGHT negatively worded items in the survey noted with an asterisk. These items prevent response bias and help identify respondents who did not discern between items. These scores are reversed so that in all cases a higher score (and more color) reflects a more favorable condition.

Interpretation Guidelines: Looking at your results
Big Picture High Scores Low Scores Overall Patterns Strengths & Challenges What are main areas? Strong = more color Weak = less color Are these clustered? Flexible? Stable? Externally Focused? Internally Focused? Involvement? Consistency? Adaptability? Mission? Summarize Strengths Review the 12 Indexes Which are strongest? Most important to job? Important to career? Clustered in one trait? Review the Items Top five? Most important? Summarize Challenges Which are lowest? Most important to your organization’s effectiveness? Bottom Five? Key Patterns Foundation Skills: What are the key capabilities that are the foundation of your organization’s Strengths? Areas to Improve: What capabilities are important to improve? Short-term? Long-term? Impact of strengths and weaknesses on performance measures : Employee Satisfaction ? Quality? Sales ? Customer Satisfaction? Innovation ? Financial performance ?

Developing A High Performance Business Culture
The Overall Process

Developing a High Performance Business Culture
Strategy, Planning & Assessment Every Months Implement & Monitor Progress Executive Debrief & Data Roll-out Feedback & Planning Loop - Organization - Teams - Leaders Prioritization & Action Planning

Survey Process: Project Management Support from A to Z
Review of Demographic File & IT Requirements Creation of Project Plan Creation of Test Survey Needs Analysis Launch of Live Survey Monitor Survey Process Reporting of Results Communication Plan Implement & Monitor Progress (Feedback for Improvement) Change Monitor or Follow-up Survey to Evaluate Progress Analyze Results, Debrief & Action Plan Research Links to Performance

Organizational Culture Improvement Plan
DELIVERABLES Strategy & Project Planning Project Plan Assessment PHASE INPUT Consultant (planning) and/or R&D Involvement (mapping, etc.) Executive & Core Team Assessment Management Analysis, Reporting, & Executive Debriefs Prioritization & Action Planning ACTIONS Identify Champion & Core Team Visioning meeting(s): Clarify current strategies, challenges & plans Clarify Perceptions of the current culture Define Framework of Project Plan Finalize Project Plan with Executive Support Project charter Visioning Meeting Define Communication Plan Finalize Assessment Design (including customized content) Implement communication plan (initial & reminders) Complete assessment Including status reports on response rates Executives, Core Team & Managers Prepare results reports Preliminary data analysis & review with Core Team / Champion Prepare Executive Debrief Content Includes summary & recommendations Conduct Executive Debriefs Train Key Facilitators (webinar / workshop) Executives, Core Team & Key Facilitators Facilitator Training (webinar / workshop) Core Team Review Implement remainder of communication plan Focus groups and / or large group involvement meetings or webinars Includes initial prioritization work Ongoing implementation coaching Executives, Core Team and Key Facilitators / Managers TIMELINE (8 weeks) 2 weeks+ 4 weeks 3 weeks Required Optional Communication Plan Results Reporting Focus Groups / Large Group Involvement Meetings Assessment Design Ongoing Implementation Coaching Prepare & Conduct Executive Debriefs Content Modules & Survey Customization 97

Client Example Plan

The Change Process

Driving Culture Change
The Parallel Path Approach Organization-Wide actions Function/Unit/group Actions Function/Unit/group Actions Leader/Manager Actions Leader/Manager Actions

Strategy, Planning & Assessment Every Months Implement & Monitor Progress Executive Debrief & Data Roll-out Feedback & Planning Loop - Organization - Teams - Leaders Prioritization & Action Planning

Mistakes to Avoid

Mistakes to Avoid Lack of communication (think repetition & variety)
Lack of clear support from the TOP No open ended questions, manager / non-manager segments and other keys for reporting Top down priority setting Too many priorities Preaching and teaching versus listening and prioritizing Separate culture plans and no link to current strategies / plans No / limited follow-up Lack of trained personnel (HR versus business lead)

Strategy, Planning & Assessment Every Months QUESTIONS / FEEDBACK Implement & Monitor Progress Executive Debrief & Data Roll-out Feedback & Planning Loop - Organization - Teams - Leaders Prioritization & Action Planning

How to Work with Denison

Culture Survey: Administration
Survey and Reports available in 42 languages Administration Methods: On-line, Kiosk, Paper/Pencil Timely and accurate reporting: Within days of survey close Timing: Annually, Bi-annually with pulse surveys

Support Resources Workshops & eWorkshops Webinars
Case Studies & Research Notes Annual Best Practices Forum Product Guides Research & Analysis Global Network / Coaches

Research Support Custom item development Custom report development
Content coding and qualitative analysis Statistical analysis Statistically valid sampling plans Mapping previous survey instruments Best Practices research Internal benchmarking and custom composites

Your Denison Solutions Pilot Package
25 person Denison Organizational Culture Survey Pilot 1 Person Leadership Development Survey OR Your pilot package includes the full survey of your choice, full report generation, and basic interpretation and feedback on results from a Senior Denison Consultant.

Denison Consulting Events, Fall 2012 Information & Registration
August Denison Webinar Series The ABC’s of Culture & Leadership August 3, 11:00 am – 12:00 pm EDT A NO-CHARGE event with Jason Bingham, Vice President of the Central Territory at Trane North America, who will share how sequentially meeting the needs of the company's Associates, Customers and Business ("ACBs") builds a high-performance culture that drives tangible business results. Academy of Management 2012 Conference August 26-28: Members of the Denison R&D team will be participating in presentations and a symposia, as well as representing a paper on culture dynamics Hynes Convention Center, Boston, MA September Building High Performance Organizations In Person Workshop September 11-14: 2-day in person workshop with Bryan Adkins, CEO of Denison Consulting Millennium Hotel, New York, New York Advance Registration Required ASHHRA 2012 Annual Conference September 22-25 Exhibit Booth 228 Colorado Convention Center, Denver, CO October Building High Performance Organizations e-Workshop October 3,10,17,24 A blended e-learning course that meets once a week for four weeks Online Advance Registration Required November Building High Performance Organizations In Person Workshop November 14-15: 2-day in person workshop with Bryan Adkins, CEO of Denison Consulting San Francisco Marriott Marquis, San Francisco, CA Advance Registration Required The Culture Snapshot Workshop: Revolutionizing Leader Transition November 16: Offered as an optional third day addition to the Denison Consulting Workshop, the Culture Snapshot Workshop provides a unique training and certification opportunity to participants. San Francisco Marriott Marquis, San Francisco, CA Advance Registration Required Information & Registration Register online for all “Advance Registration Required” events at DenisonConsulting.com Contact Denison Consulting for more information by calling

For bulk orders, visit: OrderLeadingCultureChange.com
“A milestone in the culture studies arena.” -Edgar H. Schein Daniel Denison’s best-selling book illuminates the cultural dynamics firms need to manage in order to remain competitive. National Best Seller Available Now! For bulk orders, visit: OrderLeadingCultureChange.com For individual orders please purchase from a book retailer (i.e. Amazon, Barnes & Noble, etc.)

Exclusive Workshop Offers
Purchase any one of the bulk order options below and receive the equivalent in credit for your next Denison Consulting project. $1,500 Project Credit 50 Books $3,000 Project Credit 100 Books $6,000 Project Credit 200 Books **Must be used within one year Estimated final price per book: $30.00

300 Books 25 Books 100 Books Other Offers
Bulk order Leading Culture Change in Global Organizations and receive these exclusive, limited-time offers! Free*, in-person speaking event by Dan Denison 300 Books Free Denison Consulting e-Workshop 25 Books Free, live webcast by Dan Denison 100 Books **Must be used within one year *Purchases must pay necessary travel and accommodations Estimated final price per book: $30.00

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