Culture Change

…the Brilliant Minds way

What is Organisational Culture?

“The culture of an organisation is the sum of all the interactions between people in relation to the business of that organisation.”

Which means that historically it’s been difficult to describe and even harder to change.

Until now…

At Brilliant Minds, using the Language and Behaviour (LAB) Profile, we can profile the organisation culture and create a behavioural description not only of the present culture, but also of the culture you want to create.  This means we can easily describe the behavioural changes that will shift the culture.

With that behavioural description of the changes required, we can provide your business leaders with the strategies to encourage the new behaviour you want to see and to shift away from old patterns using simple everyday interactions and conversations.  It’s often the case that the culture varies across different departments or areas of the business, so these strategies can be tailored to the specific needs of divisions or departments or even individual teams.

We can also help you design the communications that might be useful in setting the scene for the changes.  This is not a consultant-heavy process – some of our clients have been able to achieve the shift in culture they wanted with only a few days input from us.

Case Study

Hewlett Packard Enterprise Culture Change

Here is a typical process…

Here you will see the overall structure of the process, which can be applied to any organisation and customised to meet specific objectives.  That doesn’t mean it’s exactly the same every time, just that there are certain key elements that are included.

Phase One: Current Culture

  • Profile business leaders (up to ten people)
  • Profile the culture of the business or each part of the business
  • Analyse Employee Engagement survey (if available)

Output from this phase: description of the current culture in behavioural terms including attitudes to change and ability to adopt new procedures.

Phase Two: Target Culture

  • Review Mission, Vision and strategic plan
  • Workshop with business leaders to design the target culture and describe it in behavioural terms

Output from this phase: description of the target culture in behavioural terms

Phase Three: Identify Changes Required

  • Analyse the gaps for each area within the business
  • Prioritise the changes

Output from this phase: list of specific behavioural changes required in each area of the business

Phase Four: Psychological Strategy

  • Overview of the strategy for change
  • Create specific messages
  • Provide training and coaching for business leaders
  • Re-visit Employee Engagement Survey

Output from this phase: complete Psychological Strategy to produce the behavioural changes and create the desired impact on culture

Phase Five: Test

  • Re-profile after 6 months and 1 year.

Output from this phase:  Evidence of success

If you’re thinking that looks like a long process…

Let me reassure you, not every organisation will need to work through all five phases.

On completion of Phases One-Three we review with you and agree the next steps before you commit to the next Phase.  Our level of involvement after Phase Three varies depending on the size of the gap, the internal capability to create the strategy and deliver training or coaching.

 

Our aim is to take the mystery out of shifting the culture of your organisation and provide you with easily evidenced activities for the business leaders to implement as part of their normal daily routine.

Your first step…

We would like to meet with you to talk about what your business needs and how this process can help.

Contact my PA, Sharon Smith to arrange a confidential call to discuss your organisational culture and how to bring a new culture to life that supports your business goals and strategy.  Calls are complimentary and imply no obligation.

Sharon can be reached by email: sharon@brilliantminds.co.uk
Or by phone: 01480 861569

In my field I see a lot of trainers/consultants/coaches and most of them are ok and do an ok job. Dianne Lowther however is rare – she focuses on you and your results and ensuring that you are left performing to the right level – that is the level you set yourself. She partners with you, helps you along the way, challenges you to think and act differently and ensures that you transition new ways of working into your normal everyday being. She has a sound business understanding and a very calm professional manner. I can highly recommend the work that she does.

Karen Bailey

Chartered FCIPD
I and my team were working on how to transform our skill set and leadership abilities with the aim of helping our wider organisation of approximately 1000 people develop and improve. After watching Dianne present at an industry event, it was clear that I had found the partner that we needed. Dianne and her team bring a highly unusual combination of people skills and awareness, an astute knowledge of how people and organisations actually work and an understanding of how technical communities are actually very different from most sales teams, even in technology organisations. We worked together both as a team and with individual coaching sessions and I am seeing real benefits in the thinking, attitudes and deliverable of the leaders who have been through the process so far. We will continue to engage in the future.

David Chalmers

Chief Technologist, VP EMEA, Hewlett-Packard Enterprise
I can safely say without blinking my eyes, that Dianne lives and breathes NLP. With her 15 years of solving complex problems with professionals and organizations, her skills are robust, result-tested and very often – refreshingly innovative for most organizations. If you are committed to achieving measurable results and doing the critically important (not just urgent), Dianne is the human resource generator that you want to include in your organization’s learning development.

Barney Wee

Founder of Mind Transformations, Singapore
Hi Dianne – Just wanted to say thanks again for all your help over the past months. From a team point of view it’s clear that we’re making progress, and I think your part in that has been helping us get a much clearer map of the landscape we need to navigate. Without that we’d have had perhaps a gut feel of what needed doing, but you’ve cleared the fog and now we are actually navigating by a common set of landmarks and clear signposts. This makes our efforts as a management team much more effective, and provides effective and immediate guidance we can use with our teams.
We can see the results, too: we’ve been given very positive feedback from the teams that we support, and we can show concrete data that show significantly improved productivity across the team. Without your support this would all have been much harder work, if it had been possible at all.

Clive Freeman

Hewlett Packard Enterprise - UKI Chief Technologist