Culture any Executive will tell you is the lifeblood of an organization.

. Its the selling point to attract new employees and gener

existing employees use to either remain with the organization, or speedily exit. Operational Level Leadership in partnership wit
generally are accountable for maintaining productivity, cohesiveness and legal compliance. However, my experience has shown
disconnect between what Executive Leaders perceive is happeningand what is occurring in actuality. The proof of this scenar
week on Under Cover Boss. Chaos and conflict are not necessarily bad and certain types can spark creativity, innovation and
in ways that take companies to the next level. How can Executive Stakeholders ens
"chaos" are integrated into their organization that inspires innovation, createivity and aligned with the values and culture of th
Rather than the types that create negative impact.
The Force Field Analysis diagram on Tab 2 (Force Field Analysis - Take 2) speaks to the forces needing
organization endeavors this undertaking.
 ACTION RESEARCH
FORCE FIELD ANALYSIS

FORCE FIELD ANALYSIS

Forces for Change Forces Against Change
5 4 3 2 1 1 2 3 4 5

New Workforce Generation "Millennials" Less work required

and beyond (Lack of
Accountability)

Industry Disruption Frar of Transparency (Job Secruity)

Create the type of
"chaos" that
sparks innovation,
creativity and
disruption that
aligns Company
Higher On-boarding costs/Legal culture with stated
Fees values

Substantial up front time committment

Efficiency & Engagement

(competitiveness)

Wanting to do things the same old way

(Fear of change)
Improved Feedback
 (Fear of change)
ACTION RESEARCH
FORCE FIELD ANALYSIS

TOTAL 19 18 TOTAL
 ACTION RESEARCH
FORCE FIELD ANALYSIS

FORCE FIELD ANALYSIS

How can the integration of
automated KPI, metrics and
Question: reporting improve performance, Rating Scale 1 = Low to 5 = High
productivity and profitability in the
workplace?
REASONS FOR RESISTANCE DEALING WITH RESISTANCE
REASON DESCRIPTION SCORING STRATEGY DESCRIPTIONS SCORING

As much as possible co-create Service Level

Transparency that The fear that something will be Agreements (SLAs), performance metrics Human Psychology
measuring creates reavealed that I'm doing wrong. Now 4 with team as well as establish expectations buys-into what it 5
everyone will know early on to decrease barriers to success helps create.

Establish a culture that makes measuring

Fear of numbers being used The capturing of performance data will performance a value added solution. Help Make it a positive
for sinister purposes allow them to eliminate my position. No 4 people understand that it's done to rather than a 5
longer need me eliminate issues, not people negative

There are always Data people in the Create a

During the vetting process To understand what is needed, initially organization. Make it a project and invite community around
it's very manual - takes a lot you must delve into the data and 5 4
Data customers, vendors and staff to identify, data gathering and
of effort manually create reports vet and delve into the data. presentation

See previous reason: There are always Data

Agreement around what's Human Psychology wants to apply and people in the organization. Make it a project Create a
important to measure and display what shows the best light. When 4 and invite Data customers, vendors and staff community around 4
what threshholds of actually you should want to know to identify, vet and delve into the data. Or data gathering and
measurement to establish what's wrong in order to fix it. push this down to the people who are presentation
performing the work (co-creation)

Leadership doesn't see cost

center (performance) Leadership likes to focus on P&L Indicators must be in at least 3 areas for
drivers in as high esteem as objectives; what makes money and every one measurement and it must be
5 married to an indicator on the P&L, in dollar Weon
need the Execs
5
they see profit centers ignore the "work" that gets them to the our team!
(sales, marketing etc.) profit. attributes to gain Executive sponsorship and
drivers attention

To capture the full picture (needed by
leadership) there needs to be one
The technical systems and system that integrates into all systems.
levels of integration that is There is not currently one system (at
required this time) that can do this. Executive
fears that one system integrated into all
may pose a security risk.
Although there are technology, cyber-
security and compliance concerns, in order We're moving
to improve decision making, ramp up towards integrated
3 competitive business model and enhance systems 5
performance outcomesdriving forces are pulling/pushing
pushing business towards more technology each other.
and one system pulling/feeding all.

RESISTING FORCES 25 DRIVING 28

FORCES

4
09/08/2017