CULTURE DRIVERS

1
CULTURE DRIVERS

• These slides are useful to help a management team
  think through their responsibility for culture,
  the way in which culture change needs to be
  comprehensively coherent, and the role of vision
  in achieving that.
• The slides have notes to help in their correct
  interpretation.
• Please do not attempt to use these slides as part
  of a presentation until you have read and fully
  understood the relevant sections of this website,
  you know how each slide builds, and you are clear
  on the points you wish to make with them.

2
Who takes systematic responsibility for
culture?And how?
Board Mgt Project Architect Track TrainEng
ineer Mine Canary Designer Business Project
Project Management Providing the Plan Monitoring
Progress Facilitating success
3
Are there really two parallel tracks that we are
in danger of confusing into one?
Developing the Culture and Mindset
Board
Perform-ance Culture
Project Management
???M
Harnessing the Culture Mindset
4
Culture Mutually reinforcing ( therefore
stable) sets of values?
For the vision(radical) Potential
Possibilities Vulnerable relationships Means to
drive potential Engineer the culture Management
attitudes High energy(stressful)
Resourcing Faith in Suppliers Objectives
Executive Metrics Culture
For tomorrow (incremental) People
processes Shared risk alliances Means to drive
performance Configure the processes Process lead-
indicators Relationships(conforming)
For maximum economy Products Performance Largely
contractual Define the desired end Control and
broker resource Results - largely financial Low
risk(stifling)

• Descriptions are for illustration only

5
Is the ???M Vision big enough to shatter current
paradigms?
???M
For the vision(radical) Potential
Possibilities Vulnerable relationships Means to
drive potential Engineer the culture Management
attitudes High energy(stressful)
Resourcing Faith in Suppliers Objectives
Executive Metrics Culture
For tomorrow (incremental) People
processes Shared risk alliances Means to drive
performance Configure the processes Process lead-
indicators Relationships(conforming)
For maximum economy Products Performance Largely
contractual Define the desired end Control and
broker resource Results - largely financial Low
risk(stifling)

• ?M (10) ??M (30) ????M (200)
• or is it still constrained by the invisible
  shackles of The way we work?

6
Is the ???M Objective big enough to shatter
current paradigms?

• How would we think differently if we had to
  deliver ????M in 3 years?
• Impossible?
• Would all our competitors think so too? And if
  not, what do they have that we dont?
• (Apart from a performance mentality that is)

For the vision(radical) Potential
Possibilities Vulnerable relationships Means to
drive potential Engineer the culture Management
attitudes High energy(stressful)
For tomorrow (incremental) People
processes Shared risk alliances Means to drive
performance Configure the processes Process lead-
indicators Relationships(conforming)
How much different will ???M look from a vantage
point that seriously considers ??Bn?