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Pearl in asia - Presentation for KBC

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Pearl in asia - Presentation for KBC

  1. 1. PEARL - issues to impliment in Asia Presentation for KBC
  2. 2. WE CANNOT SOLVE OUR PROBLEMS WITH THE SAME THINKING WE USED WHEN WE CREATED THEM - Albert Einstein - 2
  3. 3. Overview 1 What is pearl? p 4 2 Potential issues for pearl in Asia p 9 3 Potential solutions p 14 1 2 3
  4. 4. What is Pearl? 1 4
  5. 5. Pearl: summary of the culture concept  Pearl is the KBC best practice based on the following two ideas: 1 The transformation of the company culture and values towards a culture of Performance, Empowerment, Accountability, Responsiveness and Local Embeddedness (PEARL) 2 Our company culture transformation is not imposed top-down, but realised by the employees themselves through viral change. Storytelling and appreciative inquiry are main ingredients. Designed as an integrated program, often multi disciplinairy and running over a certain period of time alowing transformation to happen P E A R L P E A R L PERFORMANCE EMPOWERMENT ACCOUNTABILITY RESPONSIVENESS LOCAL EMBED. - Martens Valerie - Corporate Culture and Change Officer at KBC Bank & Insurance 1.1 5
  6. 6. Pearl: 5 key ideas to implement  Decisions taken at the lowest level possible (accountability) and transparency by a new corporate governance model.  Management Committees merely decide upon strategic priorities.  All tactical decisions are now taken in a Business Development Committee  Operational decisions are taken at an even lower level => DISTRIBUTED LEADERSHIP 1. FASTER DECISSION PROCESS  Only 4 employees are fully dedicated to the implementation of the cultural transformation, but all employees were invited to support this change in one way or another. There are two main groups of employees for this: Pearl early adopters, ambassadors,..  Due to this approach of viral change, traditional ways of working (project management, steering committees, formal meetings, SLA, …) are replaced by new and more dynamic ways of collaboration, based on enthusiasm, creativity and entrepreneurship. 2. CULTURE CHANGE REALIZED BY EMPLOYEES 1.2 6
  7. 7. Pearl: 5 key ideas to implement  Reinventing some of the core management practices that are real barriers when it comes to an engaged, accountable, responsive culture: A new leadership model of authentic leadership 1. Lead yourself: this is about vulnerability, resilience, consistency, authenticity and flexibility, passion and loyalty and self-development 2. Lead your people contains behaviour such as honest feedback, empowerment, valuing team, empathy, inspire and motivate, facilitate and focus on talents 3. Lead your business focuses on the 'harder' aspects, such as vision, targets, continuous improvement and customers.  From Competency centric => Mind-set & Behaviour Emphasis on coaching and empowering employees, honest feedback, talent management, continuous improvement, role-modelling and performance management. Interactivity and cross- functional solidarity are also stressed in the new model. The competence model will be adapted to the needs of the new culture. Whereas in the past a lot of from knowledge (diploma) and analytical competences =>competences such as initiative- taking, innovation and vision.  Measurement of the leadership behaviour by 360° feedback Support for managers: intervision, workshops, peer coaching, etc 3. MANAGEMENT INNOVATION ARROUND CORE PEOPLE & LEADERSHIP PRACTICES 1.2 7
  8. 8. Pearl: 5 key ideas to implement  Viral change, storytelling and appreciative inquiry are main components of PEARL. To realize this, a lot of emphasis is to be put on communication: KBC connect, communities, inspiration moments: 8 Pearls (behaviour anchors), mood-rooms, mood-board competition, 4. COMMUNICATION  A lot of focus is being put on innovation, preferably in co-creation with the customer. Crowdsourcing is also often used as a way to collect and improve ideas.  Initiatives to support Innovation:  crowdsourcing, innovation competition, pitch stops,  Innovation community: a community of employees volunteering to embed idea-generation and innovation in our company, bringing together the people that are actively involved in a process, immature as it is, creates an amazing drive to improve and finalise it. No one needs management to do better what they love to do.  Chasing rainbows: a group of employees volunteering to bring a vision on the future and a fit role for KBC in that future.  Conclusion: good ideas are all over the company. Limiting out-of-the-box sessions and invention of new products to designated teams or management, is a waste of talent and ingenuity. 5. INNOVATION 1.2 8
  9. 9. Potential issues for Pearl in Asia 2 9
  10. 10. Culture: East vs West  For Westerns to understand Asia, they have to know about Confusianism, taosim and budhism In eastern culture people emphasise the whole and not the individual parts. Confusianism is not a religion but a set of pragmaticrules for daily life derived from Chinese history 1. The stability of society is based on unequal status relationships between people. 2. The family is the prototype of all social organizations. 3. Virtuous behavior towards others consists of not treating others as one would not like to be treated oneself. 4. Virtue with regard to one’s tasks in life consists of trying to acquire skills and education, working hard, not spending more than necessary, being patient and persevering  For Easterns to understand the West, they need to know that Western thinking is based on Greek philosophy and science, Westerns see the individual parts and categorise things CULTURE: EAST VERSUS WEST  Since we have not made an analysis the issues are hypothetical and bazed on the available information in the key ideas and the leadership & culture issues we know from experience  KBC has a global footprint but is in origin a Belgian company and the majority of manpower is based in Belgium so we can assume that this program is modeled to the Belgian Culture. ASSUMPTIONS 2.1 10
  11. 11. Country culture: Belgium vs Singapore 1. Uncertainty avoidance (UA): The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these is reflected in the score on Uncertainty Avoidance. 2. Individualism (I): degree of interdependence a society maintains among its members. It has to do with whether people´s self-image is defined in terms of “I” or “We”. In Individualist societies people are supposed to look after themselves and their direct family only. In Collectivist societies people belong to ‘in groups’ that take care of them in exchange for loyalty. 2. Power Distance (PD): the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally. 3. Indulgence (IU):the extent to which people try to control their desires and impulses, based on the way they were raised. Relatively weak control is called “Indulgence” and relatively strong control is called “Restraint”. Cultures can, therefore, be described as Indulgent or Restrained.  1. On uncertainty avoidance Singapore and Belgium are each on the most opposite side of the scale, which signifies a major difference in thinking and a complex one.  2. Belgium is high on both power disctance and individualism which is exceptional and again shows a degree of complexity in how to do and understand things  3. High context vs low context: difference in communication styles THE SCALE OF HOFSTEDE 2.2 11
  12. 12. Organisational culture  Culture is the sum of all the shared, taken-for-granted assumptions that a group has learned throughout its history.“ Therefor every organization is fundamentally different and we could say has a different cultural DNA.  There are no good or bad cultures, cultures are functional or dysfunctional depending on who we want to be. Organizational cultures are not always uniform across the organization, there can be differences per business unit or across geographical entities, the later by influence of country  Basically there are 3 levels of culture: 1. Artefacts: visible organizational structures and processes, easy to see but difficult to decipher. What you see, hear and feel. 2. Espoused values: ideas, goals and philosophies 3. Basic underlying assumptions: unconscious, taken for granted beliefs, perceptions, thoughts and feelings - the ultimate source of values and action WHAT IS ORGANIZATIONAL CULTURE 2.3 DOES YOUR LOCAL CULTURE SUPPORT PEARL  Does you local organizational culture support the ground principles of pearl?  The PEARL accronym is based on western vaules. This does not mean it cannot be adopted in Singapore but it does mean that there wil probalby be need for a culture transformation plan to make sure it is accepted, understood, exectuable and fully internalized 12 1 2 3
  13. 13. Leadership: East vs West  Confusianist values  Large powerdistance = hierarchy based on existential inequality =>paternalistic leadership “father”  Centralization of power  Large hierarchical levels  Subordinates expect to be told what to do LEADERSHIP & ASIAN CULTURE 2.4  No leader without followers, therefor Power distance has to be based on the value system of the follower. Followers see their superior in the same way than the superiors see their boss  Participative leadership could be an issue: subordinates accustomed to large powerdistance may feel embarrased when the boss steps out of his role by asking their opinion  Management by Objectives might be difficult as it supposes negotiation across powerdistance  Empowerment goes against hierarchy and making mistakes is not accepted  Avoiding direct confrontation to safguard the relationship is key, this is not being unresponsive  1. To copy paste Western principles to Asia is not straightforward and needs adaptation  2. More emphasis on group and individual coaching will help to make progress  3. Best way is to find a way to blend between east and west where possible  4. The “recepten” are good but probably working through them in workshops and action learning will make it easier to adopt and change behavior. LEADERSHIP IN ASIA 13
  14. 14. Potential solutions 3 14
  15. 15. Leadership development  Goal: develop distributed & authentic leadership on 3 levels: self, people, business  Who: 1 The leadership team 2 Key managerial positions  What: We believe that leadership development is a transformational process which takes place over time and cannot be achieved by training alone as it involves appropriation of new behavior. Therefor we have to create a multifunctional integrated development program.  How: The approach is modular consisting out of building blocks and will be tailored to your concrete needs which we will understand better after assesment & analysis. We use a combination of coaching, teaching, cases and workshops. We consider 360° assessment & coaching to be a critical element to evoke transformation. The coaching methodology we use is based on the systems-psychodynamic framework which has a solid scientific foundation. It places issues into their context and delves into the heart of the basic drivers of human behaviour to better understand individual psychological structures and to identify and manage the hidden dynamics of teams and organizations in order to create more effective organizations and better leaders. 1 LEADERSHIP DEVELOPMENT MODEL 3.1 15
  16. 16. Leadership development 2 LEADERSHIP DEVELOPMENT BUILDINGBLOCKS • To create a high performance team • Obtain systemic insight in functionality or dysfunctionality of the team • Create more trust, empathy and understanding • Create a real team by more sense of unity Goup leadership coaching 3 • To improve personal performance • To work on gaps between own perception and other’s perception out of 360° • Create more self awareness, awareness of impact of environment • To have personal guidance on realizing your full potential in work and life • Receive personalized exercises to help you grow Individual coaching 2 • To put participants in a concrete learning situation • Solving real problems that involves taking action and reflecting upon the results. • The learning that results helps improve the problem-solving process as well as the solutions the team develops Action Learning & Simulation & workshops 5 • To transfer knowledge and best practice by introducing new concepts • Taking the time to let people reflect and ask questions on how to use the idea’s • Cases to make people apply the new learnings so that they absorb them better Teaching & Cases 4 • To create a starting point for the leadership development process • To get better insight in the self and the other’s perception of you • GELI 360°: 360° feedback on 12 leadership dimensions *info next page • PERSONLITY AUDIT : 360° feedback on 7 personality dimensions* info next page Assessments 1 3.1 16
  17. 17. Leadership development 3 LEADERSHIP DEVELOPMENT ASSESSMENTS • 360° feedback on 12 dimensions of leadership behavior • Compare your self score with that of a group of observers (superiors, direct reports, others) who respond to the questioner anonymously. • 12 dimensions: - Visioning - Outside stakeholder - Empowering - Global mind-set - Energising - Tenacity - Design& align - Emotional intelligence - Reward& feedback - Life balance - Team building - Resilience to stress GELI 360° Global Executive Leadership Inventory INSEAD 1 • 360° feedback on 7 personality dimensions • Compare your self score with that of a group of observers (family, friends, others) who respond to the questioner anonymously. • 7 dimensions: High – Low self esteem Trustfull - Vigilant Conscientious – Laissez faire Assertive – Self effacing Extroverted – Introverted High spirited – Low spirited Adventurous - Prudent PA Personaily Audit INSEAD 1 3.1 17
  18. 18. Leadership development 4 BUILDING BLOCKS FOR KBC IN ASIA Goup leadership coaching 3 Individual coaching 2 Action learning Workshop & Simulation Teaching & Cases 4 Assessments 1 SELF + += PEOPLE = Individual coaching 2 + + 5 Acton learning Workshop & Simulation Teaching & Cases 4 = Group leadership coaching 3 + + 5  Based on the initial assumptions the underlying schematic presentation of potential modular solution to help improve the performance on the 3 leadership themes.  More concrete plans and timelines can only be made when more info is available. BUSINESS 3.1 18
  19. 19. Culture transformation  Changing Organisational culture is not easy and takes time and effort but it can be done by creating a Cultural Transformation Program.  To be successful it is important that team members are actively involved in the development and the roll out and that they can see changes in their day to day routines to indicate things are really changing for them  To change culture we first have to know the culture we have and compare it to the culture we want. To be effective we have to understand culture at the level of the basic underlying assumptions and built from there.  Step 1: Assessment of the actual organisational culture • Observation, Interviews, document analysis, etc • Organisational Culture Assessment Instrument* see next page Step 2: Decide on the desired culture • Gap analysis • Workshops to collect feedback and buy in Step 3: Make a change and transition plan • Project plan: workstreams, milestones, sponsoring, etc • Communciation plan • Change resilliance plan: Acceptance for change, barrier identification, employee motivation, 1 HOW TO TRANSFORM 3.2 19
  20. 20. Culture transformation  The Organizational Culture Assessment Instrument (OCAI) developed by Kim Cameron and Robert Quinn is a validated research method to assess organizational culture.  Competing Values Framework which consists of four Competing Values that correspond with four types of organizational culture. Every organization has its own mix of these values  The graph in nutshell  Left: the organization is internally focused: what is important for us, how do we want to work?  Right: the organization is externally focused: what is important for the outside world, the clients, market  Top: the organization desires flexibility and discretion  Bottom: the organization values stability and control 2 ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT 3.2 -Actual culture -Desired culture 20
  21. 21. THANK YOU

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