Take the hard work out of soft skills

Consciously Create Culture

This is the output from the assessment tool we've developed. It links to our 'Culture' model, which features our BTFA cycle... (Seen below being used in a Government presentation to civil engineering contractors in Holland [2018])

The graph quickly identifies significant issues which undermine overall performance and profit. Low scores reflect multiple issues generally discussed in terms of engagement, ownership, motivation etc., typically addressed through HR initiatives. Big gaps reflect communication issues, emotional mis-alignment, dis-harmony and a lack of shared vision, purpose and values which touch every part of the organisation from sales & finance to production and everything in between.

On the graph above, it's easy to see the Exec team believe they are a great company in respect to their direction and purpose (End Game), with matching scores for their view of empowerment and teamwork in the organisation. 
Fascinating to see then, that against 'Team' in particular, the workforce see this as the lowest score in the organisation, second only to skills and the support they receive to improve. With such different opinions, it was obvious the two different groups were pulling in VERY different directions!

Example from another client - Before Dux Coaching

After 6 Months

Why is this important?

To answer that question, you don't have to take our word based on the turnaround successes we've had. You can can consider the benefits demonstrated by studies like the one carried out by Kotter and Heskett ‘Corporate Culture and Performance’. It covered 207 large U.S. companies, in 22 different industries, over an Eleven-year period, clearly detailing the benefit of addressing such issues in high-level fiscal terms. 

OK, that's the problem, what's the solution?

It has been said of Duxinaroe recently, that there are many people out there able to articulate the problem but few, if any are able to offer a solution like we are.

The 'problem' which causes so much pain in so many organisations for so may people is presented in various ways;
1. Lean tools and techniques are implemented as a project and it's the project mindset that fails to embed lean into the organisation 
2. Despite decades of leadership evolution (from trait theory in the early 1900's onwards) Organisational Change initiatives in general (IT, ERP, Lean, 6Sigma, Agile, OpEx, M&A, Start-ups) have a 75-95% failure rate. 
3. The same methods keep getting re-branded to suit different sectors, the poor translation of TPS devoid of any cultural concerns has been the catalyst for QC, TQM, WCM, Lean, 6Sigma, TOC, OpEX and now Agile, with only the names given to methods and actions changing (e.g. PDCA-DMAIC, DFMA-DFSS, War Room - Obeya, Pareto-TOC,  CFT-Huddle / Scrum etc.)

These methods have migrated from manufacturing to banking and finance / insurance, education and utilities to the NHS and Government ... Tools, Strategy, Culture is the normal order of events... but it's backwards.

If the Culture is wrong (as a result of the kind of gaps demonstrated in the graphs above), the tools will never sustain and turning to a new strategy deployment method is a sticking plaster over a gaping wound.

Providing the gap analysis and the Dux Executive coaching hits this issue head on and hard. It's not for everyone. Executives have to be serious about change and they have to be open minded.

If this sounds like you and you recognise the problem, contact us

David Says...

Lean, Agile, what have you, it's just a different bloody language for the same old approach! It's been confusing people for generations! It's no wonder Change champions became 6S Black Belts and now Scrum Masters over the last 30 years without anyone realising they've all been doing the same thing with different names. Look at the job boards, the biggest wages go to those quick enough to re-brand the same actions on their CV, but they are still using 2x2 grids to get people thinking ... it was the same in Lean when facilitating Fishbone diagrams 25years ago and it was the same when De Bono released his 6 thinking hats ... it's always about 'Thinking' but no one talks about the way the brain works when applying tools - there's a massive disconnect and it's so bloody obvious once you see it!
Unless you've been in this game for the last 30 years, all the training and principles look 'Brand new', presenting them with a new language each time keeps the illusion going. Those exposed to the same old tools and techniques think it's yet another new initiative ... but the entire western world has been doing the same thing all along ... and it still doesn't address the root cause issues - it's time to change the world of change.