LEADERSHIP
BUILDING A CULTURE OF CLIENT SERVICE EXCELLENCE
Public Works and Government Services Canada (PWGSC) was dealing with complex, unprecedented change, including reduced budgets, fewer employees related to retirements, and adoption of new technology.
Leadership was charged with transforming the culture from rigid accountability to stewardship (having control of $24 billion in government purchasing) balanced by speed and agility. However, the leadership team was not progressing, demonstrating low engagment and committment. Cultral Values Assessment was used to align personal and organizational values to build a high-performance organization led by a cohesive leadership team.
Banking on values
Facing a declining business, CEO Tom Boardman executed a complete overhaul of the way the company did business, including corporate culture and leadership.
THE RECIPE FOR SUCCESS
Wegman’s success of over 100+ years in business is not by chance. A values-driven organization from the very beginning, Wegman’s invests in their leaders’ success with intensive coaching and leadership development.
A VALUES-BASED PATH TO COLLABORATION
Yale New Haven Health System (YNHHS) is a network of hospitals and a physician foundation in Connecticut, USA. At the time of an impending acquisition, each hospital’s delivery network and the physician foundation had its own separate language describing vision, mission, and values.
These organisations shared certain services, but in essence, they were independent of one another in many ways. YNHHS leaders together with experienced consultants executed a comprehensive culture transformation program. YNHHS leaders spent nearly a year developing their shared values, mission and vision. As each entity was operating with different stated outcomes, it took time to create a message that adequately represented the growing and more integrated system. “Given our rapid growth and system focus, we needed to realign and re-communicate who we were as a System. We found that our focus was not on the who, as that did not materially change, but was rather on how we went about demonstrating who we were, which boiled down to our behaviours,” said Kevin Myatt, Senior VP of Human Resources at YNHHS.
