Manufacturing Industry Overview

Transcription

1 Prepared by Barrett Centre This industry overview is drawn up from the results of 9 assessments from different countries. The percentage numbers are calculated using a weighted average, in order to ensure each assessment is proportionately represented. BARRETT VALUES CENTRE, IRS, IROS and CULTURAL ENTROPY are registered trademarks of Barrett Centre, LLC.

2 Level Personal (PV) Current Culture (CC) Desired Culture (DC) IRS (P)=--0 IRS (L)=0-0-0 IROS (P)=---0 IROS (L)= IROS (P)=---0 IROS (L)= honesty % (I) results orientation % (O) % (R) Matches % (I) continuous improvement (O) continuous improvement % (O) PV - CC respect % (R) % (R) (O) CC - DC family 9% (R) % (O) open communication % (R) PV - DC new requests continuous learning % (I) (R) cost reduction (L) quality % (O) % (O) quality % (R) % (O) Cultural Entropy: Current Culture % positive attitude humour/ fun (I) % (I) % (R) bureaucracy (L) goals orientation 9% (O) 9% (I) 8% (O) innovation employee recognition % (O) 0% (R) 0% (I) cooperation % (R) profit 8% (O) 9% (R) Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) Plot I = Individual R = Relationship O = Organisational S = Societal

3 Personal Current Culture Desired Culture % % C % 8% % 9% % % T % % % % % 0% % S 0% % % % 0% % % % 8% % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CTS = -- CTS = -- CTS = 9-- Cultural Entropy = % Cultural Entropy = % Cultural Entropy = % C = Common Good T = Transformation S = Self-Interest Positive Potentially Limiting Distribution

4 Personal Current Culture Desired Culture % Common Good % 9% % Transformation % % % Self-Interest % % % Cultural Entropy % % CTS

5 Cultural Entropy Report Potentially limiting values reflect the degree of disorder within a system and are found only at levels, and. This table depicts the weighted average percentage of votes for Current Culture potentially limiting values by level. The table only shows values that received or more of the overall weighted average votes. Level Potentially Limiting (Votes) Cultural Entropy % bureaucracy (9%) confusion (%) long hours (%) hierarchy (%) silo mentality (%) information hoarding (9%) power (%) 0% of total votes This level of Cultural Entropy score reflects significant issues requiring cultural and structural transformation and leadership coaching. It is important to reduce the Cultural Entropy score to improve performance. blame (%) internal competition (%) empire building (%) manipulation () % of total votes cost reduction (%) control () short-term focus (%) caution (9%) job insecurity (%) 8% of total votes Total % of total votes Cultural Entropy Table

6 Jumps A value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values with the largest increase in votes. The values in bold are represented in the Desired Culture. Current Culture Votes Desired Culture Votes Jump employee recognition 8% 0% % open communication % % % employee fulfilment % % 0% 9% 9% 0% coaching/ mentoring % % 0% % % 9% innovation % % 8% shared vision % 8% clarity % % 8% % % 8% balance (home/work) 8% % 8% Jumps Table

7 Positive Distribution This diagram shows the percentage of positive values by level. The table indicates the top Desired Culture values and Jumps, at the levels where more focus is requested. % % % % % % % % 9% % % % % 8% % % Level Level Level Level Level Level Level Desired Culture open communication employee recognition continuous improvement innovation Jumps balance (home/work) shared vision clarity employee fulfilment coaching/ mentoring Personal Current Culture Desired Culture Positive Distribution

8 Current Culture Desired Culture Current Culture Finance cost reduction (L) profit Finance results orientation Fitness External Stakeholder Relations Fitness quality bureaucracy (L) quality Culture External Stakeholder Relations Evolution Trust/ Engagement Direction/ Communication Supportive Environment Evolution continuous improvement continuous improvement innovation Societal Contribution Desired Culture Finance Culture Trust/ Engagement Direction/ Communication goals orientation open communication Fitness External Stakeholder Relations Supportive Environment employee recognition Societal Contribution Culture Trust/ Engagement Evolution Direction/ Communication Supportive Environment Societal Contribution Business Needs Scorecard

9 BNS- Distribution This diagram shows the percentage of all values across the BNS areas. The table indicates the top Desired Culture values and Jumps in the areas where more focus is requested, and all the potentially limiting values. % % % % % % 9% % 0% % % 8% % % % % % % % Finance Fitness External Stakeholder Relations Evolution Trust/ Engagement Direction/ Communication Culture Supportive Environment Societal Contribution Desired Culture continuous improvement innovation open communication employee recognition Jumps coaching/ mentoring employee fulfilment shared vision clarity balance (home/work) Potentially Limiting cost reduction bureaucracy long hours internal competition empire building short-term focus caution control silo mentality blame power confusion hierarchy information hoarding job insecurity manipulation Positive - Current Culture Cultural Entropy: Current Culture Business Needs Scorecard- Distribution Positive - Desired Culture