Organisational Culture Change and Leadership in a Multi Utility

Organisational Culture Change and Leadership in a Multi Utility

Culture Survey

• Human Synergistics engaged• Executive Team completed

Leadership Impact Survey• Organisational Culture Inventory

(OCI) and Organisational Effectiveness Inventory (OEI) surveys undertaken over 4 week period – July 2009

• 43% response rate

Survey Results

• Balance of task and people

• High security focus• Primary styles driving

culture – avoidance and oppositional

• Minimal Constructive styles

• Very busy, yet not focussed on the right things

Operational Business UnitsNetworks Generation Remote

Operations

Water Services

Retail

What the data told us

• Consistent cultural style across business units and locations

• Culture firmly entrenched• Challenged the “we’re different” myth• High job security, positive intention to

stay and low stress• Mission and Philosophy, Leadership

and Management, Problem solving skills

Understanding Culture

Leadership Culture Performance

Leadership | Culture | Performance

2009 Results N = 27 2011 Results ; N = 53

Style Percentile

Test Retest Shift

Significance Style Percentile

Test Retest Shift


Test Retest Shift

Significance

NS: Not Significant; *: p < 0.05; **: p < 0.01; ***: p < 0.001. Statistical results are based on t-tests carried out on raw (rather than normed) scores.

Service Delivery Business Unit

Achievement Approval Oppositional22 34 12 59 35 -24 77 52 -250.303 NS 0.116 NS 0.160 NS

Self-Actualising Conventional Power14 34 20 62 37 -25 35 25 -100.088 NS 0.122 NS 0.436 NS

Humanistic-Encouraging

Dependent Competitive44 63 19 67 34 -33 52 33 -190.287 NS 0.083 NS 0.252 NS

Affiliative Avoidance Perfectionistic30 55 25 72 51 -21 45 21 -240.119 NS 0.175 NS 0.165 NS

2009 Results N = 19 2011 Results N = 14

Style Percentile

Test Retest Shift


Test Retest Shift


Test Retest Shift

Significance


Internal Support Business Unit

Achievement Approval Oppositional48 10 -38 30 36 6 61 47 -140.037 * 0.835 NS 0.580 NS

Self-Actualising Conventional Power40 10 -30 48 64 16 46 34 -120.114 NS 0.590 NS 0.680 NS


Dependent Competitive33 26 -7 32 42 10 41 27 -140.754 NS 0.737 NS 0.634 NS

Affiliative Avoidance Perfectionistic28 9 -19 54 71 17 41 41 00.199 NS 0.565 NS 0.980 NS

2009 Results N = 7 2011 Results N = 14

Style Percentile

Test Retest Shift


Test Retest Shift


Test Retest Shift

Significance


High Performing Technical Team within Operational Business Unit

Achievement Approval Oppositional21 81 60 19 36 17 21 34 130.095 NS 0.334 NS 0.541 NS

Self-Actualising Conventional Power39 88 49 38 37 -1 12 10 -20.178 NS 0.987 NS 0.820 NS


Dependent Competitive48 92 44 14 48 34 20 15 -50.090 NS 0.256 NS 0.754 NS

Affiliative Avoidance Perfectionistic26 78 52 37 8 -29 10 73 630.052 NS 0.246 NS 0.006 **

What the results told us

• Moving in the right direction• Varied rates of progress• Business units need to do more• Leadership – culture – performance

link was apparent• Move from knowing to doing • Continue with current activities and

do more

Challenges of change

• Executive Buy In• Maintaining momentum• Time • Working in the culture• Change fatigue• Competing with operational demands-

keeping culture change on the agenda• Encouraging support and creating

environment for new leaders to develop and apply learnings

Insights

• Engineering mindset • Leadership and commitment• Revisit the basics• Keep focus on what is needed to

change• Support• Takes time• Celebrate every win, acknowledge

achievement and reflect

What’s next?

• Building accountability• Recognition and Acknowledgement• Continue with existing initiatives• Increased business unit involvement

and action• Team leader development programs• Coaching for improvement and

support

Documents

Organisational Culture Change and Leadership in a Multi Utility