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14March2002,ShanghaiKwanCheeWeiDirectorHumanCapitalGroupWatsonWyattSingaporeTheImportanceofCulturalIntegrationinMergersandAcquisitionsTheImportanceofCulturalIntAgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A2AgendaM&AStatisticsACaseAgendaM&AStatistics
ACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A3AgendaM&AStatisticsACase‘Cultural&People’IssuesOftenPresenttheBiggestChallenges“Thehardstuffiseasy-it’sthesoftstuffthat’ssohardtochange.”
- FrederickSmith
CEO,FederalExpress4‘Cultural&People’IssuesOftWatsonWyattM&ASurvey1998
(190CEOs,CFO,TopExecutives)75%areclearlydisappointingoroutrightfailuresSource:WatsonWyattWorldwideM&ASurvey,November199850%sufferanoveralldrop-offinproductivityinfirst4-8months47%ofacquiredcompanyexecutivesleavewithinthefirstyear;75%withinthefirstthreeyears“Peopleproblems”arecitedasthetopintegrationfailurefactorbyasampleof45CFOsfromFortune500companieswhohaverecentlymerged/acquiredOnly23%ofallacquisitionsearntheircostofcapitalOnaverage,managementgradethefinancialperformanceoftheiralliancesasa“Cminus”(onascaleofAtoE)5WatsonWyattM&ASurvey1998CorporatecultureisidentifiedasoneofthemostimportantintegrationissuesSource:WatsonWyattWorldwideM&ASurvey,November1998Activitiesrequiredfor“successful”integrationDownsizingRedeploymentofworkersRecruitmentofnewstaffRetrainingworkforceAlignmentofcomp&benprogLaborrelationsManagingresistanceIntegrationofcorporateculturesRetentionofkeymanagersRetentionofkeytalentCommunication37%40%59%57%36%63%78%88%91%90%010203040506070809010036%6CorporatecultureisidentifieCulturalincompatibilityisthebiggestproblem,yetresultsindicatethatitisthearealeastlikelyresearchedduringduediligence.46%47%54%56%72%72%82%86%01020304050607080OrganizationalcultureanddynamicsofchangeWorkforcepotentialHRpolicymattersMajorshareholdersManagementcapabilitiesandwillingnesstocooperateFinancialaspectsofHRfunctionMarketshare,distributionHardassets90100Technologicalandbusinesscompetencies75%PercentageofcompaniescitingthetypeofinformationgatheredduringduediligenceSource:WatsonWyattWorldwideM&ASurvey,November19987CulturalincompatibilityisthReasonsforsuccessfulintegrationSource:WatsonWyattWorldwideM&ASurvey,November1998Percentageofcompaniescitingreasonforsuccess8%41%31%37%52%70%SharedresponsibilityofcostsinvolvedEarlymgtof“Whatwillhappentome?”employeeissuesCulturalcompatibilityMutualagreementofroadmapbypartnersExpedientintegrationWellplannedcommunicationthroughoutthedealprocessLeadership010203040506070809010035%8ReasonsforsuccessfulintegraAdditionalM&AStatistics1992(Coopers&Lybrand):-In100failedortroubledmergers,85%ofexecutiveswhoweresurveyedsaidthemajorproblemwasdifferencesinmanagementstyleandpractices.1996(BritishInstituteofManagement):-reportedthedifficultiesinvolvedinmergingtwoculturestobeamajorfactorinM&Afailures.1997(A.TKearney):-reviewed155M&Adealsanddeterminedmostfailurestobepeople-related.HewittAssociates-69%ofrespondentsin162organizationsinvolvedinM&Areportedthetopchallengetobeintegratingtwoorganizationalcultures.9AdditionalM&AStatistics19Howintegrationishandledwillmakethedifferencebetweensuccessorfailure...Earlierrealizationoffinancial“deal”goals(e.g.costsynergy,strategicinitiatives)ProtectproductivityMaintaincustomerfocusSmoothertransitionEmployeesarefocusedontheirjobsandnotonpersonalissues10HowintegrationishandledwilOrganizationalEffectivenessLeversCareerDevelopment
Performance
ManagementStaffingCompensation,
Benefits&
RewardsEmployee
Communication
Organization
Design
&StructureBusiness
Strategy&
Aligned
Culture
Leadership
Effectiveness11OrganizationalEffectivenessLAgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A12AgendaM&AStatisticsACaseWhatisculture?DefinitionofCulture:Theattitudesandbenefitsaboutsomethingthataresharedbyaparticulargroupofapeopleorinaparticularorganization(Longman)Thesetofimportantassumptionsthatmembersofacommunityshareincommon(e.gSchein)Simplyput:“CorporateCultureisthewayyoudothingsinyourorganization”13Whatisculture?DefinitionofReflects“Whatistangible”,e.g.Organisationalstructure&processesPolicies&proceduresPhysicalenvironmentReflectsthe“Waywedothings”,e.g.DegreesofcollaborationDecision-makingpatternsApproachestoprocessimprovementComponentsofCultureValueshavelittlemeaningunlesstheybringaboutspecificbehaviors...VISIBLECoreValuesBehaviourINVISIBLEattitude14Reflects“Whatistangible”,eImplementation
PlanImplementation
PlanImplementationPlanTheimplementationplanwillencompassinitiativestocreateandsupportthesebehaviors.CoreValuesBehaviourThebestwaytoachieveculturechangeistofocusondesiredbehaviors...15Implementation
PlanImplementaAgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A16AgendaM&AStatisticsACaseOurApproachtoCulturalIntegrationPerform
Gap
AnalysisDesignDesired
Culture------------TopTeamWorkshopValidation/OwnershipCustomerStrategyAssessCurrent
Culture------------InterviewsFocusGroupsCultureAuditBusinessObjectivesDISCOVERDefiningOrganizationalCultureImplementCultureChangePrograms-----------TrainingOrg.Dev.CommunicationMeasurementDELIVERReinforcingOrganizationalCultureKnowledgesharing,involvement,andcommunicationsDevelopCultureChangePrograms-------------LeadershipDevelopment,CultureChangeTeams&Learning&DevelopmentINVENTDevelopingOrganizationalCulture17OurApproachtoCulturalIntegAgendaM&AStatisticsACaseStudy
WW’sApproachtoCulturalIntegrationWhatisCulture?Q&A18AgendaM&AStatisticsACaseACaseStudy:BackgroundInformationTwoorganizationsmergedtoformanewentityBothorganizationsexistedasgovernmentstatutoryboardswithregulatoryfunctionsNewcompanygotlistedonthelocalstockexchangewithaclearbottom-lineobjectiveNewcompanyaimstobeperformance-driven,improvecompetitivenessandgrowthroughstrategicpartnerships19ACaseStudy:BackgroundInforInterviewsFocusGroupsManagementWorkshopBestPracticeResearchInterviewsFocusGroupsCorporateCultureAuditCurrentCulture
ListofDesiredValuesBehaviourIndicatorsCultureDevelopmentProgramsDesiredCultureTheProcessof
CultureDevelopment20InterviewsBestPracticeInterMission#1intheregionCustomerFocusedProfitDrivenInternalEnvironmentProfessionalandflexibleBetterdecisionmakingprocessClearPerformance-basedrewardsMoreInter-departmentcollaborationTailoredemployeecommunicationStrategyBottom-LineorientationProfitableproductsandservicesCostefficiencyMarketconfidenceExpansionintoothermarketsStrategicalliancesServiceefficiencyTechnologyisimportantExternalEnvironmentIntensecompetitionIncreasingcustomerdemandsandsophisticationLeveragingleading-edgetechnologyCoreValues??WhatistheCurrentCulture?21MissionInternalEnvironmentStrDefiningthenew
CoreValuesStrategyMissionInternalEnvironmentExternalEnvironmentCoreValues??22Definingthenew
CoreValuesCCoreValues:CustomerservicequalityBottom-linedrivenDefiningtheCore
Values#1intheregionCustomerfocusedProfitdrivenMissionCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment23CoreValues:DefiningtheCoreCoreValues:Bottom-linedrivenObjectivityandintegrityProductinnovationCustomerservicequalityTechnologyleveragedDefiningtheCore
ValuesBottom-lineorientationProfitableproductsandservicesCostefficiencyMarketconfidenceExpansionintoothermarketsStrategicalliancesServiceefficiencyTechnologyisimportantStrategyCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment24CoreValues:DefiningtheCoreIntensecompetitionIncreasingcustomerdemandsandsophisticationLeveragingleading-edgetechnologyCustomerservicequalitySpeedandefficiencyFlexibilityTechnologyleveragedCoreValues:ExternalEnvironmentDefiningtheCore
ValuesCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment25CustomerservicequalityCoreVProfessionalandflexibleBetterdecisionmakingprocessClearperformance-basedrewardsMoreinter-departmentcollaborationTailoredemployeecommunicationInternalEnvironmentDefiningtheCore
ValuesCoreValues:CoreValues:EmployeeofchoiceEfficientdecisionmaking-initiative,flexibilityObjectivityandintegrityOpencommunicationTeamworkCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment26InternalEnvironmentDefiningtMissionCustomerservicequalityBottom-linedrivenNewsetofCoreValuesInternalEnvironmentEmployerofchoiceEfficientdecisionmaking-initiative,flexibilityObjectivityandintegrityOpencommunicationTeamworkStrategyBottom-linedrivenObjectivityandintegrityProductinnovationCustomerservicequalityTechnologyleveragedExternalEnvironmentCustomerservicequalitySpeedandefficiencyFlexibilityTechnologyleveragedNewSetofCoreValues27MissionNewsetofCoreValuesINewCoreValuesOrganisationBottom-linedrivenEmployeeorientedTeamworkTechnologyleveragedCustomers/StakeholdersCustomerservicequalityObjectivityandintegrityProductinnovation28NewCoreValuesOrganisation28InterviewsFocusGroupsManagementWorkshopBestPracticeResearchInterviewsFocusGroupsCorporateCultureAuditCurrentCulture
ListofDesiredValuesBehaviourIndicatorsCultureDevelopmentProgramsDesiredCultureTheProcessof
CultureDevelopment29InterviewsBestPracticeInterReinforcingNewCultureDesiredCultureCommunicationPerformanceManagementCultureDevelopmentInitiativesPerformanceMgmtPlanTotalRewardsStrategyCultureDevelopmentTeamLearning&DevelopmentPlanCommunicationPlanLeadershipDevelopmentPlan30ReinforcingNewCultureDesiredEmployeeacceptanceandsupportwasenhancedthroughacomprehensivecommunicationplanKnowledgesharing,involvement,andcommunications
Phase
ScopePurposePhase1AwarenessBuilding"Thisiswhatishappening"Company-wide*Linkchangeinitiativeswithstrategicplans*Givespecificinformationabouttheprocess.*Announceseniormanagement'sinvolvementPhase2ProgramStatus"Thisiswherewearegoing."Company-wide*Demonstrateseniormanagementcommitment.*Identifymanagers'andemployees'issues.*Gaininformationfrompilottests.*Providethe"bigpicture".Phase3Roll-Out"Thisiswhatitmeanstoyou."ProgramSpecific*Providespecificinformationonthechanges
beingmadeandhowtheywillaffectpeople.*Providetraininginnewrolesskillsandmethods.Phase4Follow-Up"Thisishowwewillmakeitwork."TeamSpecific*Listentoandactonmanager'sandemployees'
needstoimplementchanges.*Refinechangestoensuresuccess.31EmployeeacceptanceandsupporCommunicationPlanCommunicationofCoreValuestoALLemployeesCoreValuesstatementVideofromCEODivisionalbriefingsIncorporateintoorientationfornewstaffIncorporateintoPerformanceManagementtrainingviacompetencymodel32CommunicationPlanCommunicatioPerformanceManagementUsingtheBalancedScorecardapproach,wehelpeddeveloptheorganisationscorecarddevelopthedepartmentalscorecardsdefinetheperformancetargetsDevelopedacompetencymodelbasedonCoreValuesPerformancemanagementtrainingforallemployees33PerformanceManagementUsingthRecognitionProgramsBonuses/IncentivesIndividualMeritBasePayBenefitsPerformanceResults-RelatedProgramsCoreProgramsStockTotalRewardsStrategy34RecognitionBonuses/IncentivesCultureDevelopmentInitiativesLearning&DevelopmentPlanIdentifyorganisationaldevelopmentneedsDeveloplearninganddevelopmentplansthatlinktobusinessandstrategicobjectivesLeadershipDevelopmentPlanConductone-to-onesessionswithmanagementteammemberstodevelopindividualleadershipdevelopmentplanCultureDevelopmentTeamsBuildcross-functionalteamsWWfacilitatestheinteractions,planninganddecisionmakingoftheteamsEncourageandappraisethedemonstrationofdesiredbehaviours35CultureDevelopmentInitiativeLeadershipDevelopmentPlan“Leaderswalkthetalk.”ThedegreetowhichtheTopTeamacceptsthechangeplanasthebestoneunderthecircumstancesThedegreetowhichtheTopTeamacceptsthenewcultureasbeinginlinewiththeirpersonalgoals.Thecompetenceoftheorganization,intermsofabilities,systems,infrastructureinachievingthechangeplan.TheextenttowhichtheTopTeamsharestheinterpretationofthenewculture.Inanychangeinitiative,thecriticalpointistogivepeoplethecompetenciestheyneedtomakechangehappen.ThisshouldstartfromtheleadershipteamwhoneedstoactasRoleModels.Throughaselfassessment,weassistedmembersoftheseniormanagementteamtobuildanindividualizedleadershipdevelopmentplan.36LeadershipDevelopmentPlan“LeLearningandDevelopmentPlanLEARNINGANDDEVELOPMENTprovidestheknowledge,skillsandtheinformationsharingforumtohelpemployeeschangetheirbehaviorstomatchthecultureandvision.Tacklestheareasneedingdevelopmentinthewholeorganization.Thetrainingordevelopmentmighttakeseveralforms:projectwork,customervisitsaswellasclassroomtraining.Weidentifiedtheorganization-widegapsandadevelopmentplantobridgethem.Wethenmonitoredtheimplementationoftheplan.37LearningandDevelopmentPlanLTeamscreatedwithineachBusinessUnittoaddressexistingbarriersthatpreventthedesiredculturefrombeingdemonstrated.Issuesmayinvolve:
rulesandpoliciesgoalsandmeasuresphysicalenvironmentorganizationalstructure
HRcultureteamscanaddresstheseissues:
staffingandselectiontraininganddevelopmentceremoniesandeventsrewardsandrecognitionCultureDevelopmentTeamsCULTUREDEVELOPMENTTEAMSinstillnewculture,valuesandbehaviorsbysolvingcriticalbusinessproblems,causedbyoldworkcultureandthinking,thatpreventusfrommosteffectivelysupportingthestrategy.38TeamscreatedwithineachBusiOrganizationMeasurementSurveys“Wekeepacontinualpulsecheckonwhetherwearestayingtruetoourculture/vision.”MEASUREMENTRegularlytracksthecurrentstateandprogresstoenablereadjustmentofgoalsandmethodsMethodsmightinclude:CultureAudits360DegreeFeedbackEmployeeOpinionSurveysCustomersSurveys
39OrganizationMeasurementSurveyLessonsLearnedImportanttogettheCEO’spersonalinvolvementinculturedevelopmentoranyothermajorHRinitiativesUnderstandtheCEO’sstyleandpersonalityandadaptingtheapproachaccordingly.Intimateinvolvementofclient(HRteam)atallstagesofprojecte.g.gettingtheirsignoffonanycommunicationdocumentsinterviewquestionspresentationslidesliaisonforallmeetingsBeopentochangesinprojectscopeanddeliverables40LessonsLearnedImportanttoge14March2002,ShanghaiKwanCheeWeiDirectorHumanCapitalGroupWatsonWyattSingaporeTheImportanceofCulturalIntegrationinMergersandAcquisitionsTheImportanceofCulturalIntAgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A42AgendaM&AStatisticsACaseAgendaM&AStatistics
ACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A43AgendaM&AStatisticsACase‘Cultural&People’IssuesOftenPresenttheBiggestChallenges“Thehardstuffiseasy-it’sthesoftstuffthat’ssohardtochange.”
- FrederickSmith
CEO,FederalExpress44‘Cultural&People’IssuesOftWatsonWyattM&ASurvey1998
(190CEOs,CFO,TopExecutives)75%areclearlydisappointingoroutrightfailuresSource:WatsonWyattWorldwideM&ASurvey,November199850%sufferanoveralldrop-offinproductivityinfirst4-8months47%ofacquiredcompanyexecutivesleavewithinthefirstyear;75%withinthefirstthreeyears“Peopleproblems”arecitedasthetopintegrationfailurefactorbyasampleof45CFOsfromFortune500companieswhohaverecentlymerged/acquiredOnly23%ofallacquisitionsearntheircostofcapitalOnaverage,managementgradethefinancialperformanceoftheiralliancesasa“Cminus”(onascaleofAtoE)45WatsonWyattM&ASurvey1998CorporatecultureisidentifiedasoneofthemostimportantintegrationissuesSource:WatsonWyattWorldwideM&ASurvey,November1998Activitiesrequiredfor“successful”integrationDownsizingRedeploymentofworkersRecruitmentofnewstaffRetrainingworkforceAlignmentofcomp&benprogLaborrelationsManagingresistanceIntegrationofcorporateculturesRetentionofkeymanagersRetentionofkeytalentCommunication37%40%59%57%36%63%78%88%91%90%010203040506070809010036%46CorporatecultureisidentifieCulturalincompatibilityisthebiggestproblem,yetresultsindicatethatitisthearealeastlikelyresearchedduringduediligence.46%47%54%56%72%72%82%86%01020304050607080OrganizationalcultureanddynamicsofchangeWorkforcepotentialHRpolicymattersMajorshareholdersManagementcapabilitiesandwillingnesstocooperateFinancialaspectsofHRfunctionMarketshare,distributionHardassets90100Technologicalandbusinesscompetencies75%PercentageofcompaniescitingthetypeofinformationgatheredduringduediligenceSource:WatsonWyattWorldwideM&ASurvey,November199847CulturalincompatibilityisthReasonsforsuccessfulintegrationSource:WatsonWyattWorldwideM&ASurvey,November1998Percentageofcompaniescitingreasonforsuccess8%41%31%37%52%70%SharedresponsibilityofcostsinvolvedEarlymgtof“Whatwillhappentome?”employeeissuesCulturalcompatibilityMutualagreementofroadmapbypartnersExpedientintegrationWellplannedcommunicationthroughoutthedealprocessLeadership010203040506070809010035%48ReasonsforsuccessfulintegraAdditionalM&AStatistics1992(Coopers&Lybrand):-In100failedortroubledmergers,85%ofexecutiveswhoweresurveyedsaidthemajorproblemwasdifferencesinmanagementstyleandpractices.1996(BritishInstituteofManagement):-reportedthedifficultiesinvolvedinmergingtwoculturestobeamajorfactorinM&Afailures.1997(A.TKearney):-reviewed155M&Adealsanddeterminedmostfailurestobepeople-related.HewittAssociates-69%ofrespondentsin162organizationsinvolvedinM&Areportedthetopchallengetobeintegratingtwoorganizationalcultures.49AdditionalM&AStatistics19Howintegrationishandledwillmakethedifferencebetweensuccessorfailure...Earlierrealizationoffinancial“deal”goals(e.g.costsynergy,strategicinitiatives)ProtectproductivityMaintaincustomerfocusSmoothertransitionEmployeesarefocusedontheirjobsandnotonpersonalissues50HowintegrationishandledwilOrganizationalEffectivenessLeversCareerDevelopment
Performance
ManagementStaffingCompensation,
Benefits&
RewardsEmployee
Communication
Organization
Design
&StructureBusiness
Strategy&
Aligned
Culture
Leadership
Effectiveness51OrganizationalEffectivenessLAgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A52AgendaM&AStatisticsACaseWhatisculture?DefinitionofCulture:Theattitudesandbenefitsaboutsomethingthataresharedbyaparticulargroupofapeopleorinaparticularorganization(Longman)Thesetofimportantassumptionsthatmembersofacommunityshareincommon(e.gSchein)Simplyput:“CorporateCultureisthewayyoudothingsinyourorganization”53Whatisculture?DefinitionofReflects“Whatistangible”,e.g.Organisationalstructure&processesPolicies&proceduresPhysicalenvironmentReflectsthe“Waywedothings”,e.g.DegreesofcollaborationDecision-makingpatternsApproachestoprocessimprovementComponentsofCultureValueshavelittlemeaningunlesstheybringaboutspecificbehaviors...VISIBLECoreValuesBehaviourINVISIBLEattitude54Reflects“Whatistangible”,eImplementation
PlanImplementation
PlanImplementationPlanTheimplementationplanwillencompassinitiativestocreateandsupportthesebehaviors.CoreValuesBehaviourThebestwaytoachieveculturechangeistofocusondesiredbehaviors...55Implementation
PlanImplementaAgendaM&AStatisticsACaseStudyWW’sApproachtoCulturalIntegrationWhatisCulture?Q&A56AgendaM&AStatisticsACaseOurApproachtoCulturalIntegrationPerform
Gap
AnalysisDesignDesired
Culture------------TopTeamWorkshopValidation/OwnershipCustomerStrategyAssessCurrent
Culture------------InterviewsFocusGroupsCultureAuditBusinessObjectivesDISCOVERDefiningOrganizationalCultureImplementCultureChangePrograms-----------TrainingOrg.Dev.CommunicationMeasurementDELIVERReinforcingOrganizationalCultureKnowledgesharing,involvement,andcommunicationsDevelopCultureChangePrograms-------------LeadershipDevelopment,CultureChangeTeams&Learning&DevelopmentINVENTDevelopingOrganizationalCulture57OurApproachtoCulturalIntegAgendaM&AStatisticsACaseStudy
WW’sApproachtoCulturalIntegrationWhatisCulture?Q&A58AgendaM&AStatisticsACaseACaseStudy:BackgroundInformationTwoorganizationsmergedtoformanewentityBothorganizationsexistedasgovernmentstatutoryboardswithregulatoryfunctionsNewcompanygotlistedonthelocalstockexchangewithaclearbottom-lineobjectiveNewcompanyaimstobeperformance-driven,improvecompetitivenessandgrowthroughstrategicpartnerships59ACaseStudy:BackgroundInforInterviewsFocusGroupsManagementWorkshopBestPracticeResearchInterviewsFocusGroupsCorporateCultureAuditCurrentCulture
ListofDesiredValuesBehaviourIndicatorsCultureDevelopmentProgramsDesiredCultureTheProcessof
CultureDevelopment60InterviewsBestPracticeInterMission#1intheregionCustomerFocusedProfitDrivenInternalEnvironmentProfessionalandflexibleBetterdecisionmakingprocessClearPerformance-basedrewardsMoreInter-departmentcollaborationTailoredemployeecommunicationStrategyBottom-LineorientationProfitableproductsandservicesCostefficiencyMarketconfidenceExpansionintoothermarketsStrategicalliancesServiceefficiencyTechnologyisimportantExternalEnvironmentIntensecompetitionIncreasingcustomerdemandsandsophisticationLeveragingleading-edgetechnologyCoreValues??WhatistheCurrentCulture?61MissionInternalEnvironmentStrDefiningthenew
CoreValuesStrategyMissionInternalEnvironmentExternalEnvironmentCoreValues??62Definingthenew
CoreValuesCCoreValues:CustomerservicequalityBottom-linedrivenDefiningtheCore
Values#1intheregionCustomerfocusedProfitdrivenMissionCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment63CoreValues:DefiningtheCoreCoreValues:Bottom-linedrivenObjectivityandintegrityProductinnovationCustomerservicequalityTechnologyleveragedDefiningtheCore
ValuesBottom-lineorientationProfitableproductsandservicesCostefficiencyMarketconfidenceExpansionintoothermarketsStrategicalliancesServiceefficiencyTechnologyisimportantStrategyCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment64CoreValues:DefiningtheCoreIntensecompetitionIncreasingcustomerdemandsandsophisticationLeveragingleading-edgetechnologyCustomerservicequalitySpeedandefficiencyFlexibilityTechnologyleveragedCoreValues:ExternalEnvironmentDefiningtheCore
ValuesCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment65CustomerservicequalityCoreVProfessionalandflexibleBetterdecisionmakingprocessClearperformance-basedrewardsMoreinter-departmentcollaborationTailoredemployeecommunicationInternalEnvironmentDefiningtheCore
ValuesCoreValues:CoreValues:EmployeeofchoiceEfficientdecisionmaking-initiative,flexibilityObjectivityandintegrityOpencommunicationTeamworkCoreValuesMissionStrategyExternalEnvironmentInternalEnvironment66InternalEnvironmentDefiningtMissionCustomerservicequalityBottom-linedrivenNewsetofCoreValuesInternalEnvironmentEmployerofchoiceEfficientdecisionmaking-initiative,flexibilityObjectivityandintegrityOpencommunicationTeamworkStrategyBottom-linedrivenObjectivityandintegrityProductinnovationCustomerservicequalityTechnologyleveragedExternalEnvironmentCustomerservicequalitySpeedandefficiencyFlexibilityTechnologyleveragedNewSetofCoreValues67MissionNewsetofCoreValuesINewCoreValuesOrganisationBottom-linedrivenEmployeeorientedTeamworkTechnologyleveragedCustomers/StakeholdersCustomerservicequalityObjectivityandintegrityProductinnovation68NewCoreValuesOrganisation28InterviewsFocusGroupsManagementWorkshopBestPracticeResearchInterviewsFocusGroupsCorporateCultureAuditCurrentCulture
ListofDesiredValuesBehaviourIndicatorsCultureDevelopmentProgramsDesiredCultureTheProcessof
CultureDevelopment69InterviewsBestPracticeInterReinforcingNewCultureDesiredCultureCommunicationPerformanceManagementCultureDevelopmentInitiativesPerformanceMgmtPlanTotalRewardsStrategyCultureDevelopmentTeamLearning&DevelopmentPlanCommunicationPlanLeadershipDevelopmentPlan70ReinforcingNewCultureDesiredEmployeeacceptanceandsupportwasenhan
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