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http://www.andidas.com/
Historical Royal Palaces –
Culture
Presentation on „Culture“ on the set case study „Historic Royal Palaces“
See notes of this file for accompanying script to presentation slides
 ANDiDAS.COM
http://www.andidas.com/
Perspective
Introduction – Analysis – Recommendations – Conclusion
Past 19th
Century 20th
Century 21st
Century
1525: Hampton
Court built1076: Tower of
London built
1838: Hampton
Court made
accessible to Public
Spiritual and military
leadership
2003: Today
1998: HRP
becomes self
financing charitable
trust
Civil service culture
Not the same resources
available
Performance culture
Making profit from
history
1989: HRP Agency
part of the
Government
1622: Banqueting
House finished
1631: Kew Palace
built
1689: Kensington
bought
http://www.andidas.com/
Gap Analysis
Potential to improve elements of Business Excellence/enablers and results
Our Vision: We will be the world leader in the care, management and presentation of
historic buildings, contents and grounds
Management capability needs to be strengthened:
=improved performance culture
=better coordination and faster decision making
=planning, people and project managementHRP is heavily reliant on visitor revenue; a more balanced mix will offer greater
security and sustained funding of charitable goals
Encouraging performance in the first year of the HRP corporate plan:
=performed on plan
=key milestones achieved and major projects progressed on-track
=operating surplus ahead of planHRP benefits from a number of world-leading capabilities:
=conservation of buildings and contents
=preservation and interpretation
=innovative education programmes
Introduction – Analysis – Recommendations – Conclusion
Ad
ap
ted
fro
m C
op
pin
& B
arr
att
, 2
00
2
GA
PA
chie
ved
Target
http://www.andidas.com/
Objectives
Market Environment
HRPOrganisational
Culture
ChangeProcess
New CEO
Performance enhancing Organisational Culture for HRP in the market
context
Introduction – Analysis – Recommendations – Conclusion
sour
ce:
auth
ors‘
ow
n es
timat
e
http://www.andidas.com/
The Cultural Web
Introduction – Analysis – Recommendations – Conclusion
sour
ce:
Joh
nson
& S
chol
es,
2002
hard
factors
soft factors
http://www.andidas.com/
Culture Change i
Introduction – Analysis – Recommendations – Conclusion
Pre 1998
 Storiesà Ivory tower
 Symbolsà Uniforms
à Curators‘ language
à Business language
à Palace identity/ Offices location
à Royal & Status & Dignity
Post 1998
 Storiesà Hampton Court
Ghost
 SymbolsCeteris paribus
à Less individual palace identity
à Status & Dignity
complemented with information from Coppin & Barratt, 2002, p.181-211
http://www.andidas.com/
Culture Change ii
Introduction – Analysis – Recommendations – Conclusion
 Rituals & Routinesà Loyalty of staff,
committed, despite low pay
à Commercialisation vs. Conservation
à Palace/Dept subcultures
à Rivalry between departments/ sites
à No creative engine, no innovation/ initiative
à No information technology
à Cross subsidisation
 Rituals & RoutinesCeteris paribus
à Training/ workshops
à Reduced dept rivalry/ cultural divide through centralisation; „there is no they, only us“
à Commerce side emphasised, Cost con-sciousness established
à Conflicting visions/ mission of Conserv./ Marketing remain
à 11 people in ITcomplemented with information from Coppin & Barratt, 2002, p.181-211
http://www.andidas.com/
Culture Change iii
Introduction – Analysis – Recommendations – Conclusion
 Power Structuresà Conservation Dept
(Ivory Tower)
à Lack of trust between Management – Trustees – DCMS – Unions
à Old fashioned relations with unions
 Control Systemsà Comparator
Organisations, „Standing Clearance Agreement“
à No consistent performance management sytem
 Power StructuresCeteris paribus
à Less power with conservation, more power with marketing dept
à Better communication with stakeholders & unions
 Control SystemsCeteris paribus
à Performance pay
complemented with information from Coppin & Barratt, 2002, p.181-211
http://www.andidas.com/
Culture Change iv
Introduction – Analysis – Recommendations – Conclusion
 Organisational Structure
à Hierarchical, decentralisation (Palace)
à Strong informal networks, Poor communication processes
à Organisation structure anomalies (HR, Finance Retail, Conservation)
 Organisational StructureCeteris paribus
à Hierarchical, more centralised
à Greater openness, better lateral communication
à Organisation anomalies resolved, Single conservation dept, etc.
complemented with information from Coppin & Barratt, 2002, p.181-211
http://www.andidas.com/
Culture Change v
Introduction – Analysis – Recommendations – Conclusion
pre 1998 post 1998
Civil-Service Culture Performance Culture
(in progress)
• Status & dignity• Charity, Govt
Body• Dept & Palace
subcultures• Commerce vs.
Conservation• Informal networks
• Status & dignity• Self financed
charity• centralisation• Commerce,
Customer oriented• Open
communication
http://www.andidas.com/
Constraint or Enabler?
Introduction – Analysis – Recommendations – Conclusion
Post 1998 Symbols
+Uniforms
-Status & dignity
Power Structures
+Openness
+Communication
Organisational Structures
+Anomalies resolved, suitable
structure in place/ planned
Control Systems
+Performance pay
Routines & Rituals
+IT
+Loyalty
-Subcultures
-Lack of creativity
Stories
+Hampton Court Ghost
Paradigm
+ participation, more
„us“
-Conflicting mission
between depts
http://www.andidas.com/
Soft factors
Stories
Symbols
Routines & Rituals
Hard factors
Power Strutures
Organisational Structures
Control Systems
Culture Theory
Invisible Harder to Change
Visible Easier to Change
Shared Values
Group Behaviour Norms
Introduction – Analysis – Recommendations – Conclusion
http://www.andidas.com/
Forcefield Analysis
 Forces for changes
à Self-financed
à Competing in the market/ Competition
à Environment, 9/11, etc.
Introduction – Analysis – Recommendations – Conclusion
 Forces against changes
à Tradition, status & dignity
à Complacency
http://www.andidas.com/
Changing Constraints
 Constraintsà Subcultures
à Conflicting vision/mission between Conservation and Retail/Marketing
à Lack of creativity, initiative
à Status & dignity confines HRP to top-end market, in an volatile environment
Introduction – Analysis – Recommendations – Conclusion
 Enablersà Eliminate subcultures
(group/ team/ company activities) cross team working
à Establish single vision for entire company - Alternative: outsource conservation/ Commerce
à Reward creativity & initiative
à Status & dignity are difficult to resolve, because part of the nature of HRP
http://www.andidas.com/
Overcoming Resistance to Change
 Use internal employees as “agents of change”à New CEO‘s experience with conservation beneficial
 Implement changes slowly, small steps or incremental, in accordance with workforce
 Clear communication, education and trust building & Participation and Collaboration
Introduction – Analysis – Recommendations – Conclusion
http://www.andidas.com/
Managing Paradoxes
 Conflict of mission between Conservation & Marketingà Conflict between Commerce & Charity arms of
organisation
 Manage carefully
Introduction – Analysis – Recommendations – Conclusion
http://www.andidas.com/
Disclaimer
 Only secondary research possible
 “All models are wrong, but some are useful”
 Culture is not an exact science
 Culture is constantly changing, every individual is differentà Leadership must be flexible
 Other models are not mutually exclusive
 Recommendations are suggestions/ guidelines, not definitive
Introduction – Analysis – Recommendations – Conclusion
http://www.andidas.com/
Conclusion
 Turn constraints into enablers – as far as possible, maintain/ improve enablers
à Status & Dignity
à Subculture
 Manage Paradoxes to reduce negative effects
 Otherwise, don‘t alter current culture change process
à new CEO‘s different background
 Have single, common vision
Introduction – Analysis – Recommendations – Conclusion
http://www.andidas.com/
Further Reading:
 Coppin, Alan and Barratt, John. 2002. Timeless Management. Hampshire: Palgrave Macmillan
 Kotter, John and Heskett, James. 1992. Corporate Culture and Performance. New York: Free Press
Introduction – Analysis – Recommendations – Conclusion
http://www.andidas.com/
Questions
?
Introduction – Analysis – Recommendations – Conclusion
