VALUES

Foundation of the Strategic Planning Process

Companies have had their ups and downs. The market situation has changed dramatically over a short period of time and will most probably keep doing so therefore it is essential that companies are geared for constant change. To stay ahead it is therefore necessary to adopt new and more effective methods. The old deficit models have not worked for years even though still in use. The consequence is that employees become de-motivated and left with a feeling of hopelessness.

If you want to be a major player in your industry you have to build on your strengths as individuals and as a group and adopt the ways of the best. This means that you might have to do things very differently than what you are used to.

• Exceptional companies have a compelling strategic vision based on well-thought through and broadly accepted values.
• Exceptional companies regularly reflect on and celebrate their achievements. They take time to acknowledge successes, and to learn from the work well done.
• People are the key to any company success. A successful strategic planning process is built on corporate values, visions and goals that generate trust and a belief in a positive future.

Creating culture change and motivation through Values

The goal of the value setting process is to build renewal from within and it is therefore based on your own managers’, employees’ and other stakeholders’ potential and their aspirations to  create an even better and more profitable workplace. The process in itself creates the motivation and hopes for the future and on top of that you get the values that will represent the voice of your people.

The aim of the process is to engage directly or indirectly as many company stakeholders as possible. Stakeholders could be clients, employees of all categories, union and worker representative, local government, influential companies and others.  We are interested in their best stories reflecting their personal values, group values, and their hopes for the future. The stakeholders have the chance to be heard, maybe for the first time, through the interviews, which are then analyzed, synthesized and grouped into categories, called themes. In connection with each theme there will be a statement reflecting the synthesized answers from the interviews.

Method:

The interviews are based on Appreciative Inquiry (AI) method. The questions that are asked will elicit the best and most positive stories from the interviewees. The aim is to find out what the stakeholders value about themselves, their colleagues, their company and about their dreams and hopes for the future.

What is different about this approach compared to a deficit approach where we mainly focus on problems?
The difference is that we look back to find what works and which are the things that people value. We do not focus any of our attention on what does not work. The AI focus generates positive feelings and attitudes in people and gives individuals a greater sense of commitment and belonging.

Organization of process:

Head of group:
The Top Management group of the company is head of the process.

Steering Team (ST):
The ST is in charge of designing the value questions as well as for synthesizing the answers, choosing the themes and developing appreciative statements. These value statements form the basis of the strategic planning process which is in the domain of the top management. There is no one way to move ahead - it all depends on the results and experiences from the interviews. This is a learning process which moves and changes over time.

Education of ST members:
All members of the ST will go through a 2 day training workshop on AI. The participants will train interviewing and learn about these very new principles in the area of organizational and management development. After the basic workshop the participants will participate in a new workshop for 2 days. The aim of this workshop is to develop AI questions for the interview. This is the most important part of the work and at the heart of AI.  It takes much consideration and time if it is to be done properly.

Participants:
To help the Top Management we need a Steering Team that represents a cross section of company. All major functional areas must be represented. Participants of the ST have to have an open mind and be willing to learn. Since this is as much an educational process in management as a process producing a specific outcome it is an advantage to have positive, outspoken and energetic people on the team.

It is important that ST members take time to participate in the work of the team. Being absent from meetings and/or not being able to deliver agreed materials on time spoils and prolongs the process. If potential participants are not willing to dedicate time to this process it is better they do not participate at all. Participants should be people at a high leadership or managerial level in the organization although some second level management would be fine, especially those who are potential leaders for the future.

Organization:
The ST has a chairperson. It could be an HR Director or someone who has good organizational skills or need to develop them even more.  The chairperson coordinates the work of the team.

Interviewers:
The ST is responsible for choosing employees that are to be educated as interviewers. They will constitute the core interview team. The training will take 1 day.

Data gathering:
The ST is responsible for synthesizing the results from the interviews into themes and for designing the statements regarding the individual themes. New employees, that have not been interviewers, will do this under the guidance and coaching of the ST members. This process will take 1 day.

Promotion of data:
Once the value themes have been decided and all has been synthesized and approved by top management, these are published in the company newspaper or newsletter along with an explanation on what happens with the data and how it will be applied. It is necessary to include the values and the behaviours they represent into the daily running of the company, in regard to how employees treat each other, behave etc. and of course are then also appreciated and rewarded on the basis of that.

Time frame and investment:
To keep momentum it is important to move fast. The whole process should not take more than 3 to 4 months and preferably less. The process consists of 8 full workshop days and a half day presentation with a possible follow – up day if needed. The consulting fee per day is 2.300€ plus VAT and travel/accommodation expenses. The consulting fee includes also all the preparation before each step in the process and in between meetings during the process.

Description of the Steps in the Value Process

Step 1:
Establishing a Steering Team (ST)
There is normally between 6 to 8 members. At least two must be decision takers on behalf of top management

Step 2:
Training of ST members in Appreciative Inquiry techniques and Coaching techniques. (two days)

Step 3:
Development and testing of the questions for the Value interview.
ST finds interviewers. Participants must be motivated and want to have influence on the overall and future Values of the company. There must be representatives from as many different divisions/departments as possible. (two days)

Step 4:
Training of interviewers in the application of the questionnaire.
The questionnaire is tested and suggestions for possible changes are taken into account. The ST members coach this process. In an organization with e.g. 1000 stakeholders we suggest 80 to 90 interviewers. In this way each interviewer has to have 10 interviews. In this way we manage to involve just about all employees and other stakeholders in the process. (two days).

Step 5:
Interviewers conduct interviews.
Interviews are conducted in max. 30 days. The completed questionnaires are sent to the ST. ST then finds analysts that will analyse the many questionnaires in order to find the final 6 values for the organization. There must be representatives from as many different divisions/ departments as possible. Preferably people that have not been interviewers or interviewed already. (30 days)

Step 6:
Analysis of answers - deciding on the 6 future Values.
With the SG members as coaches the analysts analyse the questionnaires and the final 6 values are found through a democratic process. The analysts suggest symbols that will represent the different values and their behaviours. (two days)

Step 7:
Presentation of the new Values to the entire organization.
The ST organizes the presentation. This could be in the form of folders sent to all stakeholders, posters, an article in the company newspaper, constant positive stories from the interviews posted on the intranet, on the company homepage etc. Something that everyone can be proud of and motivated by. (one half day)

Step 8:
SG suggests how the values could be lived on a daily basis to create an even better and more profitable workplace.
This is as an integrated part of the evaluation system in connection with the half yearly personal evaluation talks and remuneration. Implementation of public honouring of the employees that make a special effort to live the values in the form of incentives. (possible follow up day)