Solutions for Business and Industry
Pacific Accord Inc.
An Example of Our Methodology for Improving Organizational Culture
One of our very successful strategies is reflected in
the five general steps below. Not shown is a variety of communications and facilitative activities that support the
five steps. Our approach is similar to some of the ideas within Kotter and Heskett's research, but covers a broader
range of characteristics.
Step 1. We start by meeting with the organization's leadership group to plan the course of culture
improvement.
Step 2. Everyone in the company is surveyed, using an objective evaluation tool, to determine the organization's
culture as they experience it. This evaluation addresses more characteristics than described by Kotter and Heskett.
Step
3. After the survey has been analyzed, we meet with the leadership group to examine the findings and to
explore characteristics of the organization's culture and what improvements should be made.
Step 4. The results and input
from the leadership group are used to guide implementation of The Pacific Institute's Investment In Excellence® (IIE).This combination speeds the rate of change by targeting specific behaviors and providing an effective cognitive-based program
that enhances individual and organizational performance.
Step 5. IIE is followed by the development of an ongoing
assimilation and development plan. This approach takes into account that culture change and performance improvement are growth processes
that can be made part of the habit of "how we do business."
Depending on the needs of the organization, the methodswe use may vary. Because of its ability to enhance individual performance, Investment In Excellence® can be used as
a stand-alone program.
Program Description
- A
highly effective, cognitive-based program that helps individuals change their habits, attitudes, beliefs, and expections that restrict
performance.
Client Comments
"Using the TPI program, we were able to triple our sales. The curriculum let us do a huge self-examination of
our people and practices and adapt to what works today."
- Mark Leggio, President of Mark Christopher Auto Center
- Mark Leggio, President of Mark Christopher Auto Center
"By
applying the principles of TPI curriculum in our personal lives, and then in our professional lives, we made great improvements in
performance. What we wanted was to grow into a top rated organization. The only way to do that is to grow individually."
- Lee Olivier,
former Millstone Power Station Chief Nuclear Officer
"Our company acieved its highest growth in six years...Our people,
our relationships, our beliefs, our values, our culture are everything. If we lose this we will be no better than any other company.
But we will not lose this because we have tools of the Pacific Institute to carry us forward.
- Mike Boddie, President of Hardee's
Division, Boddie-Noell Enterprises. (Largest Hardee Franchisee with 317 restaruants.)
An eleven-year study of
prosperous companies disclosed that organizations with adaptive cultures greatly outperformed those with
non-adaptive
cultures.
Growth of 207 Companies Over An
Eleven-Year Period
Whether you are a multi-national company or a Main Street
business, high performance is more a product of culture management than people management, conclude Harvard professors Kotter and
Heskett in their book, Corporate Culture and Performance. (Free Press, 1992)
