Cultural Development - Wie bekommen wir den Pudding an die Wand? - Andreas Müller, Barbara Scheidegger, SWISS Matthias Meifert, HR Pepper 29.05.2015
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Cultural Development – Wie bekommen wir den Pudding an die Wand? Andreas Müller, Barbara Scheidegger, SWISS Matthias Meifert, HR Pepper 29.05.2015
Agenda
• Nicht schon wieder: Ein HR-Projekt ohne
Wirkung?!
• Kulturarbeit zwischen Elfenbeinturm und
Partizipation
• Wege, den Pudding an die Wand zu bringen
• Lessons Learnt
2 | SWISS@Hoffest 2015
Unternehmenskultur? 3 | SWISS@Hoffest 2015
Nicht schon wieder: Ein HR-Projekt ohne Wirkung? 4 | SWISS@Hoffest 2015
Commoditisation of aviation services increases the
need to differentiate our services & products
Lowest Easy
prices booking
Commodity
Public Limited
transportation differentiation
5 | SWISS@Hoffest 2015
Culture as part of the magic triangle enables us to
differentiate our services
WHY Our corporate strategy calls for a motivated best-
in-class team. Results from our employee survey show that
elements of our culture are not consistent with this. We can
do better.
We
… miss direction and thus have low
trust towards the management.
…and help us move … perceive the coordination of the work
as low which leads to severe overload.
closer to our vision. … perceive that the work environment
and facilities don’t support high
performance.
… feel that you do not listen to us. We
Foster motivated
are not involved in decisions and can’t
contribute our ideas.
… feel we are not all in this together.
best-in-class team
… miss recognition.
WHAT Current and target culture will be described, gaps
identified and measures to close gaps implemented.
CURRENT CULTURE TARGET CULTURE
Analyze different aspects of
? Define
the SWISS culture from characteristics of a
Identify relevant
different perspectives and culture that supports
derive hypotheses
gaps strategic goals
✔ Close gaps with concrete
measures
Driving forces for culture shift &
stabilisers for sustainable change
6 | SWISS@Hoffest 2015
Kulturarbeit zwischen Elfenbeinturm & Partizipation
Starker Vorstand
schlanke Partizipation
Organisation
«Just do it»
à Methodenmix!
7 | SWISS@Hoffest 2015
Wege, den Pudding an die Wand zu bringen
Overview
today
time 09.02. – 31.05. 1.06. – 28.06. 29.06.–31.08.
Implemen-
Formulation action plan tation
Gap
analysis • Levers of cultural change
• Prioritised fields of action
Development of target culture • Identified • Measures per field of action
gaps - driving measures, project specific
• Described & - stabilising, on going
Analysis of current culture evaluated • Change indicators & KPIs
gaps • Passed implementation plan
• Description of current • Description of target culture
culture in terms of in terms of artefacts and
artefacts and values values
- SWISS culture • SWISS-specific culture Action
- Sub cultures vision shared by plan
• Shared perspectives on management Fields of action
current culture • Operationalisation of target Gap analysis
culture in terms of Target culture
behavioural anchors
Current culture
Mile-
stones Kick-off Project set up
week 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37
February March April May June July August September
8 | SWISS@Hoffest 2015
Wege, den Pudding an die Wand zu bringen
Competing Values Framework: Überblick
Individualität
Flexibilität
Kultur Typ: CLAN-Kultur Kultur Typ: ADHOCRACY (flexible
Orientierung: ZUSAMMENARBEIT Organisationsform)
Führungstyp: Vermittler Orientierung: GESTALTUNG
Mentor Führungstyp: Innovator
Team orientiert Unternehmer
Treiber: Commitment Visionär
Kommunikation Treiber: Innovative Ergebnisse
Entwicklung Transformation
Was schafft Weiterentwicklung und Agilität
Effektivität: hohes Commitment Was schafft Innovation, Vision & Wan-
schaffen Effektivität Effektivität: -del schaffen Effektivität
Interne Externe
Belange Kultur Typ: HIERARCHIE-Kultur Kultur Typ: MARKT-Kultur Positionierung
Orientierung: KONTROLLE Orientierung: WETTBEWERB
Führungstyp: Koordinator Führungstyp: Wettkämpfer
Organisator Produzent
Überwacher Antreiber
Treiber: Effizienz Treiber: Marktanteile
Konsistenz Zielerreichung
Gleichförmigkeit Profit
Was schafft Kontrolle, Effizienz und Was schafft Aggressiver Wettbewerb
Effektivität: leistungsstarke Prozesse Effektivität: und Kundenfokus
schaffen Effektivität schaffen Effektivität
Stabilität
Stability
Kontrolle
control (Cameron, Quinn, DeGraff & Thakor, 2006)
9 | SWISS@Hoffest 2015
Current Culture
corresponding artifacts (preliminary results)
Artifacts Artifacts
sepa m p l e tely
r co
elcome depa ation of nt
little
a r m w rt differe & acce
w by bu ements s p
to new ilding opinon expe tance of
ues s s rt‘s v
atgev
co...llele eryone action oice
en
participate betwe
nt
differe ent
a r te m
dep
Artifacts Artifacts
monthly reports
minor decisions
of KPIs with a
are presented
focus on decis
to the MB Top ment i
n a g e profitability alwa ons not
Ma e not ys
e s a r on fa based
offic c
ially figur ts and
espec d from es
te
separa ices
ff
other o
10 | SWISS@Hoffest 2015Lessons learnt
Bezug zum
Business
herstellen
Top-
Es gibt immer Management
verschiedene Support ist
(Sub)Kulturen! wichtig aber
nicht alles!
Kulturveränder-
ung beginnt mit
der Analyse!
Externe
Geduld &
Perspektive ist
Flexibilität ist
sehr
gefragt
empfehlenswert!
11 | SWISS@Hoffest 2015Thank you
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