CLIENT STORIES

Ms. Skyman has deep experience in partner-owned consulting agencies and business transformation. She immediately recognized opportunities for transformation and subsequent growth.

Ms. Skyman has a unique qualification as a CEO – she was certified in Barrett Analytics in a previous role. She engaged Tor Eneroth, one of BVC’s most experienced consultants. Together, they set out on a three-year journey of culture transformation.

only address strategic challenges and manage operations, but to address the organisational culture as well. They started to dream about what “greater than great” would look like.

in three focus on three pivotal initiatives: Culture, Leadership and Talent

business, including corporate culture and leadership.

diversity and inclusion in the college. The Cultural Values Assessment allowed a shared platform to surface, one where all members of the organization expressed their frustration alongside their hopes for the future. In so doing, they make room for all voices at the table – an essential component of the inclusion paradigm – creating a forum for forward momentum.

strategy. The results of the initial Cultural Values Assessment supported the focus on culture and enabled the business to identify priority needs to improve working conditions and to develop a clear strategy and global execution plan.

West England. They worked with Barrett Values Centre to re-define their values and transform their culture following a period of financial recovery to a renewed focus on their core mission of health and social care.

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.

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.

senior living community, worked with Drive, a consulting company, to attract and retain the best talent and support their mission of providing patient-centered care. To find out how they were doing with their plan, they conducted a Cultural Values Assessment first with the leadership team and then the whole organization, including residents and their families. “We finally had the data to show exactly what we needed to focus on. Instead of throwing solutions at a problem that we didn’t truly understand, we could move forward with a strategic approach to addressing our culture issues which were having an impact on residents, staff, and the bottom line,” explained CEO Kevin McKay.

North Queensland with a history of poverty and disadvantage. Consultant Annalise Jennings happened upon the community while visiting friends and became deeply connected with community elders. Together, Annalise and community developed the Whole of Community Change program, which evolved over five years. The program’s foundation was community growth aligned to economic opportunity which provided the fundamental basis for social reform. Barrett Values Centre’s® Community Assessment was used to assess the impact of intervention and empowerment strategies that were put in place. Napranum recorded an outstanding reduction in the Cultural Entropy® score from 32% to 9% in just over 18 months as a direct result of implementing Whole of Community Change.

in the northern parts of Sydney, New South Wales in Australia. Financial pressures, enrollment decline, and the need to reinvigorate infrastructure and academic performance necessitated reform at CSBB. A risk articulated by the leaders was the need to ensure Culture was aligned with the Strategy “so that people would move with us”. To mitigate that risk, Peak Performance partnered with the CSBB leadership team to address gaps and opportunities across key activity areas. One of those areas was ‘Culture and Values Assessment and Development’. “The culture survey provided a basis for important discussions around values and culture and has reinforced that we are on the right track. I am very confident that with the strong foundations of faith and compassion, we will help our community grow in faith, improve student achievement, make CSBB an even better place to work, and achieve our Towards 2025 strategy.” explained Danny Casey, Director of Schools

The leadership development program lasted one year. Shortly after the completion of the program, a new self-assessment showed marginal improvement. An attitude survey was also performed, which resulted in an even lower employee satisfaction index than previous years, despite all efforts made in the management team during the year.