What was the employees’ perception of the organisation?
SM: Back then, our employees were unhappy believing that the organisation had either no values or negative values. We asked employees to choose, from a list of almost 100 words, those culture values that best represented the organisation currently as opposed to their desired values. ‘Silo’, ‘long-hours’, ‘risk aversion’, ‘hierarchy’, and ‘bureaucracy’ were predominant. The same survey in 2006 showed the absence of these potentially limiting values. Instead the top three culture values chosen by staff as most representative were ‘Profit’, ‘Customer Focus’ and ‘Community Involvement’. We put in place a range of projects aimed at changing our systems and processes to align with our cultural aspiration. One example was ‘Bureaucracy Alert’ – or ‘the stupid rule button’. Employees would go onto our intranet and identify ridiculous or bureaucratic processes. Over 400 were identified. We either discarded or developed new processes around many of the requests. RK: What was the CEO’s involvement
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