Organisational culture, in all organisations, is both complex and dynamic and, if not managed effectively, can mean the difference between spectacular success and meager survival. Valuable resources can be tied up in dysfunctional organisational activities, profitability and effectiveness can be compromised and keeping good people can become increasingly difficult.
We carry out cultural audits to identify barriers to organisational effectiveness and highlight opportunities for releasing emotional intelligence and increasing employee discretionary effort.
Clients here have included national corporations operating in Australia and Australasia as well as China. Industry experience includes construction, travel, financial services, health, transport, agribusiness and the food industry.
Typically, audits are designed to map the status quo within organisations and present an accurate profile of the organisation at a specific point in time. We have frequently been retained to produce these when there is a change of leadership within an organisation or when an organisation merges with another. A typically organisational profile maps the following:
- The formal and informal values in use within the organisation
- The gap between the espoused values of the organisation and the values in use
- Employees perceptions of what is and is not working
- The needs employees are looking to have met from their workplace experiences
- The existing leverages and obstacles to change
- The values that are compatible with the business plan
A cultural audit involves the following steps:
| Step | Process | Output |
| 1 Data collection | In conjunction with the project sponsor, Managing Values identifies potential stakeholders for consultation – usually key opinion formers throughout the organisation | Representative list of organisational employees & stakeholders |
| 2 Briefing document | We co-design a short communication message for all stakeholders participating in the interview, focus group or community forums to request their participation and cooperation | Briefing document for participants |
| 3 Interviews | We conduct interviews with stakeholders. Where possible, these will take place on a face-to-face basis. | Identification of key issues and concerns and barriers to change |
| 4 Focus groups | Conduct focus groups participants. | Map key issues of concern |
| 5 Survey | Online survey for distribution to employees interstate. The survey can be web-enabled, hosted by Managing Values with a link emailed to all participants for ease of distribution | - Barriers to change
Current Status quo Desired futures |
| 6. Report to Sponsor & Feedback to participants | Organisational Cultural profile at a moment in time
Executive report of research findings Recommendations |
Action Plan to address issues raised |
FIELD EXPERIENCE:
CONSTRUCTION:
Managing Values Principles’ have conducted a values audit of a major Australian construction company throughout Asia
INSURANCE:
Managing Values Principles’ have conducted a cultural audit on behalf of a national insurance company through Australia and New Zealand
BANKS:
Managing Values Principles’ have facilitated the cultural merger of two Australian retail banks and this undertaking a cultural audit of both institutions to identify the strengths and weakness of the two cultures and the recommendation of a cultural merger strategy for the new entity.
CREDIT UNIONS:
Managing Values Principles’ mapped the current values of several credit unions and identified a benchmark of best practice amongst the research group.
