Business Analysis and Leadership: Context climate and culture

© 2012, Perspectiv LLP. All rights reserved. Enabling organisations to improve performance.

Business Analysis and Leadership:Context, culture and climate

Developed and presented by:Andy Wilkins and Kate Stuart-Cox

IIBA UK Event in London, 4th September

http://www.cass.city.ac.uk/



Given…today’s competition

today’s expectations of peopletoday’s availability of informationtoday’s speed of communication

today’s levels of educationtoday’s changing technology

today’s automationtoday’s fast pacetoday's VUCAsity

how critical is Leadership?



Today's world is…

VUCAvolatile uncertain complex ambiguous

(get over it)



Given…today’s competition

today’s expectations of peopletoday’s availability of informationtoday’s speed of communication

today’s levels of educationtoday’s changing technology

today’s automationtoday’s fast pacetoday's VUCAsity

how critical is Leadership?



What's this talk about?

If you are interested in influencing the world around you and other people, then you are

involved in leadership. And if you are engaged in leadership, you

might want to attend to the atmosphere you create.



Richard follows me into a toilet.

Twice!!!



Atmosphere!!“Isn't trying to understand atmosphere

like trying to nail jelly to the wall?”

“Anyway, how can you measure atmosphere?”

“And I don't really believe it is as importantas the hard and technical stuff.”



My passion

How to enable people to be better problem solvers?

How to cultivate leadership skills for technical people?



Why should anyone beled (or BAed)

by you?



Leaders create environment

50-70% of variance inorganizational climate can be explained by

differences in leadership styles

Up to 30% of variance in financial results

(profits and revenue) can be explained by

differences in organizational climate

Leadershipbehaviour

Organizational climate

Results

Source: Sustaining, ascending and descending. 15 years of The World’s Most Admired Companies. Hay Group. June 2012



Physical AND psychological

Physical

• The buildings, offices, desks, factories, décor

• The ‘hard’ or ‘tangible’ stuff• Reflects lower levels of

Maslow’s hierarchy of needs• Reflects Herzberg’s

‘hygiene’ factors or the dissatisfiers

Psychological

• The atmosphere, feel, culture, climate, context

• The ‘soft’ or ‘intangible’ stuff• Reflects Maslow’s higher

needs• Reflects Herzberg’s

‘motivational’ factors or satisfiers



ClimateThe observable habits

that characterise life in an organisation.

CultureThe values and beliefs that

reflect the deeper foundations of the

organisation.

Climate AND culture



Some of the challenges in established organisations

• The restricting power of a well worn rut

• The inertia of a heavy body

• The administrative standardisation



ResourcesWork Environment, People, Machinery, Concepts, Funds,

Rewards, Management, Hierarchy, Tools, Methods, etc.

Effects onQuality, Creativity & Innovation, Productivity,

Well-Being, Job Satisfaction, Profit, etc.

ClimateOrganizational & Psychological Processes

Problem-Solving, Decision-Making,Learning, Motivation, Communication, etc.

Climate moderates resources and results



The dimensions of climate



The nine climate dimensions normative data

a

Source: Ekvall, G. CCQ Inter national Norms. Swedish Council for Management andWork Life Issues.

*N=Number of Companies

Innovative(*N=10)

ClimateVariables

Stagnated(*N=5)

Average(*N=15)

Freedom

Idea Time

Conflict

Debate

174

111

88

128

153

97

140

105

210

148

78

158

Challenge & Involvement

Trust and Openness

Playfulness/Humor

Idea Support

Risk-Taking

190

160

169

164

112

163

128

140

108

53

238

178

230

183

195

a

International Organizations

© Ekvall & Arvonen



What can you do?

Assessment Questions Amount: Little --------------- A Lot

1. To what degree are people here deeply committed to their jobs? 1 - 2 - 3 - 4 - 5

2. To what degree are people able to decide how to do their jobs? 1 - 2 - 3 - 4 - 5

3. To what degree do we take the time to think of alternate ways

to accomplish a difficult task before having to take action? 1 - 2 - 3 - 4 - 5

4. To what degree are new ideas given a warm reception, and to

what degree are resources available to give new ideas a try? 1 - 2 - 3 - 4 - 5

5. To what degree is there emotional tension here? 1 - 2 - 3 - 4 - 5

6. To what degree is there lively debate on the issues? 1 - 2 - 3 - 4 - 5

7. To what degree do we hear good-natured joking, and to what

degree is the work atmosphere relaxed? 1 - 2 - 3 - 4 - 5

8. To what degree are people informal and open with one another? 1 - 2 - 3 - 4 - 5

9. To what degree do people feel free to take action when the

outcome might not meet expectations? 1 - 2 - 3 - 4 - 5



Need more - Chapter 19 or contact us

Andy WilkinsPartner, Perspectiv LLP;Senior Honorary Visiting Fellow,Cass Business [email protected]

Kate Stuart-CoxPartner, Perspectiv [email protected]

James ArcherAssociate Perspectiv [email protected]

mailto:[email protected]





Business Analysis and Leadership:Context, culture and climate

Developed and presented by:Andy Wilkins and Kate Stuart-Cox

IIBA UK Event in London, 4th September



Business Analysis and Leadership: Context climate and culture

Business

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