Understanding the technical nature of the client organization, Hitachi committed to providing both qualitative and quantitative data that would accurately represent the agency’s current culture, provide a clear approach to realize the desired organizational culture, and develop a people-centric transformation roadmap to engage all employees. Hitachi used a market leading cultural values assessment tool, and worked closely with senior leadership to guide them through a deep cultural transformation that was tailored to the specific needs of the organization.
The first phase of work included discovery, validation of findings and recommendations. From three questions, the cultural values assessment tool captures data on: employee personal values, their perceptions of the organization’s current values and their desired future organizational values. These results are mapped against an organizational maturity model, which provides further input on the overall health of the organization.
To supplement the survey data, Hitachi conducted one-on-one interviews with stakeholders and held focus groups with key departments. From all the information collected, Hitachi created representations of both current and desired organizational cultures.
The survey results identified both positive and potentially limiting values for the agency. For example, the organization currently valued home/work life balance, public service and diversity. Potentially limiting factors included a silo mentality, favoritism and complacency. The desired future state needed more accountability, continuous improvement, leadership development, respect, teamwork and employee engagement.
The overall findings were further parsed into results by employee level and by department, which highlighted some significant differences across sub-groups. These findings, and this organization’s maturity level, indicated that people within the agency were looking for change. Hitachi used the phase one information to develop organizational change recommendations for the agency.
Phase two focused on a cultural adoption program. Hitachi engaged employees in open conversations to generate ideas on how to achieve the desired cultural values, cascade those desired values into business operations and work transactions, and engender a permanent positive change. Hitachi consultants, together with client staff, co-created clear behavior profiles for employees at all levels of the organization.
In the third and final phase of work, Hitachi formed an autonomous cross-functional cultural transformation working group. Members represented all areas of the agency and became culture champions. The team, with coaching from Hitachi and empowerment from agency leadership, became change catalysts in their different work areas and modeled the desired new culture.
Hitachi conducted a series of team building workshops and provided targeted coaching at all levels of organization management to foster systemic change throughout the agency. As part of this transformation, the agency launched a directive to create a new strategic plan, mission, vision and operating model.