Fast Moving Consumer Goods Industry Overview

Transcription

1 Prepared by Barrett Centre This industry overview is drawn up from the results of 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)= % (I) cost reduction (L) % (O) 8% (R) Matches honesty 0% (I) bureaucracy (L) % (O) continuous improvement (O) PV - CC positive attitude % (I) % (O) % (O) CC - DC % (R) quality % (O) % (R) PV - DC new requests respect family 0% (R) 8% (R) continuous improvement % (O) % (R) coaching/ mentoring % (R) % (I) Cultural Entropy: Current Culture 0% humour/ fun continuous learning trust % (I) % (I) % (R) results orientation productivity % (O) % (I) (O) employee engagement quality employee recognition (O) (O) (R) integrity % (I) profit (O) leadership development (O) 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 % % T % % % % 0% % S % % % % 0% % % % % 8% % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CTS = -- CTS = -9-0 CTS = -- Cultural Entropy = % Cultural Entropy = 0% Cultural Entropy = % C = Common Good T = Transformation S = Self-Interest Positive Potentially Limiting Distribution

4 Personal Current Culture Desired Culture Common Good % % % Transformation % 0% Self-Interest 0% 0% 0% 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 (%) confusion (%) hierarchy (%) long hours (%) silo mentality (%) information hoarding () power (%) of total votes This level of Cultural Entropy score reflects issues requiring cultural or structural adjustment. It is important to reduce the Cultural Entropy score to improve performance. blame (%) internal competition (%) % of total votes cost reduction (%) short-term focus () control (%) caution (%) job insecurity (%) 8% of total votes Total 0% 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 fulfilment % % % coaching/ mentoring 0% % % employee recognition 8% % clarity 0% leadership development % 8% trust 0% 8% 8% empowerment % % % leading by example % % % shared vision % transparency % 0% % 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. % % % % % % % % % % % % Level Level Level Level Level Level Level Desired Culture employee recognition continuous improvement employee engagement coaching/ mentoring leadership development clarity trust Jumps empowerment leading by example shared vision transparency employee fulfilment Personal Current Culture Desired Culture Positive Distribution

8 Current Culture Desired Culture Current Culture Finance cost reduction (L) profit Finance bureaucracy (L) Fitness External Stakeholder Relations Fitness quality results orientation quality productivity Culture External Stakeholder Relations Evolution Trust/ Engagement Direction/ Communication continuous improvement Societal Contribution Supportive Environment Evolution continuous improvement coaching/ mentoring leadership development Desired Culture Finance Culture Trust/ Engagement Direction/ Communication employee engagement 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. % % % % % % 8% % 0% % % % % % % % % % Finance Fitness External Stakeholder Relations Evolution Trust/ Engagement Direction/ Communication Culture Supportive Environment Societal Contribution Desired Culture continuous improvement coaching/ mentoring leadership development employee engagement employee recognition Jumps employee fulfilment trust empowerment clarity leading by example shared vision transparency Potentially Limiting cost reduction bureaucracy long hours internal competition short-term focus caution control silo mentality blame power confusion hierarchy information hoarding job insecurity Positive - Current Culture Cultural Entropy: Current Culture Business Needs Scorecard- Distribution Positive - Desired Culture