So what we're going to do now is have a look at the simple improvement process, the pro packet simple improvement process. Now, this process is something that we use on one of our other programs, which is all about Lean improvement. So it's the same process. But obviously, we're talking about something slightly different here. It starts with reason why. So why do you want to change the culture in the first place?

Now, the beginning we talked about some of the tools are away from motivators, like terrible things happening in hospitals or on oil rigs, or in banks, or indeed in our businesses could be a really strong reason. We don't want that to happen to us. Or it could be that these are more positive things that we want to see improving. We want to be a culture. We want to have a culture of care or a culture of continuous improvement, or a culture of safety. Identify your current state through things like surveys, but also augment Through qualitative analysis, do focus groups, do one to one discussions, do observations?

Define your goal? So understand what it is you want. So what sort of culture would you like? What sort of culture? Would that be? Like?

How would people be behaving? How would it be different the way it is now? Identify actions and plans identify what you're going to do in order to create that share. Because if you don't do anything, then the culture will just go its own merry way. So it's important to understand that culture happens when we try to change it or influence it or not. What are we going to do as a business to try to influence that?

Implement those changes, do the things that we've decided needs to be done in order to change that culture and then review. So this is a very simple improvement process that can be used for any type of improvement. Including culture change. So just to review, why do you want to change the culture? What are you trying to avoid? What are you trying to get to?

And this is something that you need to go through a process to identify. So whilst watching this video, you may have come up with some thoughts around why your culture needs to change. This is something that as an organization you need to do together to come up with a cultural reason why or a business reason why, why does it matter to us? So I'm just gonna give you a few case studies. And this particular one is a pattern book manufacturer called pike textile display. And they had, these are their reports.

By the way, these are things that they said about the organization. So they previously had various rounds of lean training, but what they wanted was to make continuous improvement, more self sustaining. So in other words, they have managers that Who could do continuous improvement who could identify improvement opportunities and apply lean concepts. But what they wanted was the workforce to get involved in that, for members of the teams to be able to put their hands up and say, No, we need to change this, we need to do it differently, and then get involved in actually making those improvements happen. So that was what they wanted. So for them, it was a culture change around everybody getting involved in Business Improvement Activities, not just the managers, but everyone.

Another case study is something we did with Jordans Ryvita A few years ago, which was really around creating a culture where everybody felt responsible for doing things safely. And for intervening when they saw someone else doing something unsafe. So they had lots of great systems around health and safety. They did all the right things, but they wanted to move beyond that and say, Well, actually, we don't want to just to be the health and safety managers job. We really want everybody in the world. force to take care of what they do, and look out for each other and intervene if they saw something they thought was insane.

So that was the culture change they were looking for. So as you can see, these two case studies show very different reasons for call to change. One is about trying to create more continuous improvement. And the other one is about creating a culture of safety where everybody feels responsible. So your call to change needs to be really clearly defined as to why you're doing it. And later on, we'll talk about setting a culture change goal.

So where are we up to in our simple improvement process where we've talked about why we want to do the call to change and just identifying the changes we're looking for. The second part of the process is the current state analysis, which is what is the culture like now? Of course, this relates to using surveys, focus groups, on the shoulder observation on training interviews and so on. So I'm going to give you a couple of case studies here from a couple of major food producers. And for this particular project, we did some focus groups. And they were held to identify the current state in terms of the culture.

So we did some work with the team, we got them into small groups, and we ask them questions about what you thought the current state was in relation to the culture. We also did an attitude survey as part of building the picture. And that also sent a good message because whilst focus groups were really, really useful, collected lots of great qualitative data. And not everyone could join in with those because there was hundreds of people working in that organization. So the attitude survey allow everybody to have a say, in reality, only a small section of people filled in that survey. But it was an opportunity for everybody to join in, when we really got our data from was through those focus groups.

A different food manufacturing company. We did some semi structured interviews, so one to one interviews with all the different departments. And some of those were managers. And some of those were members of the team. And we asked them a set of questions around continuous improvement and what was important and how much they get involved in those things, and so on. So it's quite a broad picture.

But we started to ask questions to really build a picture of what that coach was like, when we fed back those results to the managers in both of those cases. What was quite striking was that there was actually no massive surprise about the sorts of things people have said. So that's quite interesting because often what that means is that there is an understanding of what the current culture is like, but it needs to be boiled down to something fairly simple, something that everybody can understand. So we've got a real take on what's currently happening with our culture. The next part of our simple improvement process is defining your goal. So in other words, what sort of culture do you want?

And do you need? So what sorts of culture do you want? How could you describe it? What would be the evidence for it happening? How might you measure it? Remember, you can't roll out culture change, but leadership is very important.

So remembering that sort of sentence helps us think about that. So yes, leaders need to be involved in this managers need to be involved in defining the goal for our culture. What would we what would it be like? How could we describe it? What will be the evidence for it? So if I looked in on your organization in six months time and had a walk around your offices or around your work areas?

What would be different What would people be doing differently than they're doing now? How would people be talking? What would be the story? What would be the narrative? What would people be saying? So managers need to have a part in that, but also the workforce too, because you can't roll out culture change.

So the workforce needs to be part of identifying what the goal is. So what sort of culture that they want to see, you're asking the question. So work with the workforce on this, have workshops where you ask those questions, and you build up a picture of what the culture will be like how people would be behaving, what would be the story? What would people value? How would people feel about working in your organization, in relation to your reason why so don't forget, you've already identified which area you want to focus on. So it could be that you're focusing on health and safety, in which case the questions would be what sort of organization Do you want to work in, in relation to health and safety?

If you want to a culture of continuous improvement, then you ask questions to try and understand what the future should be like when you have a culture of continuous improvement. So what would that be? Like? How would people be behaving in that situation? We need to have listening sessions where we listen to what we think about this. managers, team leaders, operators, office workers, right through to directors, everybody needs to have a part in that.

So together you can generate a shared vision. So everybody has a part in creating that. We put that together, and we understand what that would look like. That then enables you to identify the difference between what we want and what we've got. Just give you a case study on this. So we worked with a major food producer on some visioning sessions with the senior team managers and members of the workforce.

So everybody was involved in identifying what the new reality should be, what sort of culture would we like? And how would that benefit the business? through those workshops, we helped identify some specific measures of what that would be like. And what's important with that process is that somehow you collect all that output. And you create a summary report, so that managers and everyone else can sort of see what that looks like. So that's, that's quite a skill.

And it means collecting that. All of that output, a lot of work involved in that, putting together what everybody's saying. Now, of course, you aren't going to get some sort of extremes of opinion but really what you're looking for there is the general consensus and what you normally find with that exercise, which is actually quite heartwarming and good to know is it most of the time, there is lots of alignment Some managers are very worried and nervous about getting teams involved in that activity. But what I find is that actually most people want the same thing. They'll have a different perspective on it. So the senior team will think about things from a different perspective, thinking about that place in the marketplace, how we ensure we keep our clients or customers, whereas the workforce are probably thinking much more operationally and about their experience.

But there's plenty of opportunity there to align those goals so that you end up with a common vision, and a common set of goals that you're going to be able to work towards. So that's what you're aiming for common vision identified, including values that you are going to be aiming for. And that's what we did with this major food producer. So our example here our case study with PI textile display, we worked with large group sessions involving all of the workforce, we employed created methods so it wasn't just about asking people, we got them Do some drawings and, and talking about it talking about stories. And we got them to really get creative about what they wanted their desired future to be like and everybody was involved in that process, right from directors through to members of the workforce. We talked about culture, values and behavior that was all captured, collated.

And that was really clear then what the organization wanted to be like in the future.