CINDY CHEW | CECILIA JUHLIN | MARCO GADOLA

SOULMATES ON YOUR CULTURAL JOURNEY

We have the expertise and know-how to support your organization on the journey of a succesful cultural transformation and leadership that leads Above the Line.

Cultural transformation happens when people in the organization can identify genuinely with the organizational vision and   purpose and are able to align these with the organizational strategic intentions in a co-creative way. This is an evolutionary process that often requires a shift of mindset before the best of what can be, both individually and collectively, can be unleashed and turned into desired behaviour. 


This is a quest for a change of how we view leadership. Leaders are asked to lead not only with a clear strategic vision and agile mindset, but also to keep the impact their leadership has on the people both in their mind and in their heart. People leaders are asked to create a culture that enables everyone to bring out the best of themselves to the benefit of their customers, for their organisation and for their own development.

Definition: Cultural transformation
Noun
 

 1. Happens when people in the organization become deeply aware of their motivations and are able to align these with their organizational strategic intentions in a collaborative way.

2. Is an evolutionary process that unleashes the best of what can be, both individually and collectively.

Today’s leader are asked to lead not only with a clear purpose, vision and with a strategical and agile mindset, but also sustainably with the bigger picture of our world and the impact their leadership has on the people they lead not only in their mind, but also in their heart. This is a quest for a change of how we think of leadership. People leaders are asked to create a culture that enables the people they lead to bring out the best of themselves to the benefit of their customers, for their organisation and for their own development.

Why act

now:

Corporate Culture is the base for sustainable
long-term financial success and Industry 4. 0 and COVID-19 demands every organization to reconsider their corporate culture.

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Industry 4.0

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COVID-19

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Financial Success

Culture is the most relevant driver for innovation

Source: The Stern Stewart Institute Annual Summit 2016

Corporate Culture

The base for sustainable long-term financial success.

Value creation means that people take accountability and they are held accountable. This is related to the individual and cultural mindset that set the tons of an organization. The player and learner mindset are essential aspects of the growth mindset – a mindset that achieves more, because they consistently challenge themselves and are eager to learn.

  • The Player focuses on factors that are within your control, especially oneself
  • The Victim focuses on factors that are beyond your control, especially external ones.
  • Link to video 

  • The Knower: shows little curiosity and the truth is objective 
  • The Learner: shows curiosity and realizes that he/she may be missing information and the truth is subjective based on my own biases and interpretation
  • Link to video
So, as a leader ask yourself one question – is your culture a knowing or learning one? 
 
“Only a conscious leader can evoke the spirit of unconditional responsibility in each of her followers and in her organization as a whole.”
― Fred Kofman, Conscious Business: How to Build Value Through Values  (2006)

Behaviour is purpose and values in action

Visión

The most important step in establishing a high performing culture is to define with great clarity exactly what we want that culture to be; for if we can’t describe it clearly, we’re not likely to be able to make it happen. The most common mistake is an over-reliance on the discussion of core values and a corresponding under-appreciation for the importance of behaviors to operationalize and bring the values to life.

The Impact of Purpose and Vision
on Value Creation

Gallup (2020) has discovered that, among U.S. employees, four in 10 strongly agree that the mission or purpose of their employer makes them feel their job is important. By moving that ratio to eight in 10 employees, corporations can realize:

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85%

net profit increase over a five-year period

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25%

workforce growth over a three-year period

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50%

increase in employee engagement over a three-year period.

Companies who focus on
culture experience...

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15x

higher return on investment¹

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827%

better share prices development²

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4.1x

higher revenue growth¹

1. Kotter and Heskett (2011)

2. Fayele and Trahan (2011)

The purpose of the cultural journey is to drive high performance

A high performing culture is not about being nice. It is about creating an environment where our people:

Behaviour is purpose


and values in action

Behaviour is purpose and values in action

Vision

The most important step in establishing a high performing culture is to define with great clarity exactly what we want that culture to be; for if we can’t describe it clearly, we’re not likely to be able to make it happen. The most common mistake is an over-reliance on the discussion of core values and a corresponding under-appreciation for the importance of behaviors to operationalize and bring the values to life.

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Purpose

Why we do what we do

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Values

Beliefs we stand for and cherish

Work in progress

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Behaviours

How we do things here

8 core behaviours

Companies who focus on culture experience...

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15x

higher return on investment¹

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827%

better share prices development²

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4.1x

higher revenue growth¹

1. Kotter and Heskett (2011)

2. Fayele and Trahan (2011)

The focus will be on the WE and I,
but don’t forget the IT.

Steps of the
Journey