Central Government Industry Overview

Transcription

1 Prepared by Barrett Centre This industry overview is drawn up from the results of 9 assessments from 0 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---0 IROS (L)=---0 IROS (P)=---0 IROS (L)= honesty % (I) bureaucracy (L) 0% (O) % (R) Matches % (I) hierarchy (L) 9% (O) continuous improvement 0% (O) PV - CC 0 % (R) confusion (L) 8% (O) 8% (R) CC - DC commitment 0% (I) silo mentality (L) % (O) open communication % (R) PV - DC new requests respect positive attitude 8% (R) 8% (I) cost reduction (L) results orientation % (O) % (O) information sharing professionalism % (O) % (O) Cultural Entropy: Current Culture % balance (home/work) family responsibility % (I) % (R) % (I) control (L) short-term focus (L) % (R) % (R) % (O) balance (home/work) efficiency % (I) 0% (O) 0% (O) cooperation % (R) caution (L) 0% (I) leadership development 0% (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 8% 9% % 9% % % T % 0% 9% 0% % 0% S % % % % 0% 0% % % % % % % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CTS = -- CTS = -0- CTS = -9-8 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 % % 0% Transformation % % 9% 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 (0%) hierarchy (9%) confusion (8%) silo mentality (%) long hours (%) information hoarding (%) power (%) % of total votes This level of Cultural Entropy score reflects serious problems requiring cultural and structural transformation, leadership development and coaching. It is important to reduce the Cultural Entropy score to improve performance. internal competition (%) blame (%) empire building (%) manipulation (0%) % of total votes cost reduction (%) control (%) short-term focus (%) caution (0%) job insecurity () lack of resources (%) exploitation (%) % 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 open communication 9% % 8% 0% % % information sharing % % % employee recognition % 0% coaching/ mentoring % 9% employee fulfilment % % trust % 9% continuous improvement % 0% % transparency % 8% % leadership development 8% 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. 9% 9% % 0% % % % % % % 0% % % 8% 9% % % % Level Level Level Level Level Level Level Desired Culture open communication continuous improvement leadership development information sharing balance (home/work) Jumps employee recognition trust transparency coaching/ mentoring employee fulfilment Personal Current Culture Desired Culture Positive Distribution

8 Current Culture Desired Culture Current Culture Finance cost reduction (L) Finance Fitness External Stakeholder Relations Fitness bureaucracy (L) results orientation professionalism efficiency Culture External Stakeholder Relations Evolution Trust/ Engagement Direction/ Communication Supportive Environment Evolution short-term focus (L) caution (L) continuous improvement leadership development Societal Contribution Desired Culture Finance Culture Trust/ Engagement Direction/ Communication silo mentality (L) control (L) hierarchy (L) confusion (L) open communication information sharing Fitness External Stakeholder Relations Supportive Environment balance (home/work) 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% 8% % % % % % % % % % 9% % % % % Finance Fitness External Stakeholder Relations Evolution Trust/ Engagement Direction/ Communication Culture Supportive Environment Societal Contribution Desired Culture professionalism efficiency continuous improvement leadership development open communication information sharing balance (home/work) Jumps coaching/ mentoring employee fulfilment trust transparency employee recognition Potentially Limiting cost reduction bureaucracy internal competition long hours empire building lack of resources short-term focus caution silo mentality control blame power hierarchy confusion information hoarding job insecurity manipulation exploitation Positive - Current Culture Cultural Entropy: Current Culture Business Needs Scorecard- Distribution Positive - Desired Culture