Culture Diagnosis and Aspiration: A Case Study in Transformation
Introduction
This case study delves intothe key steps, strategies, and outcomes of this transformative journey.
Background
ITS, a 400-strong workforce, understood the critical role that organisational culture plays in fostering innovation, collaboration, and employee engagement.
The portfolio was facing challenges in alignment, communication, and overall workforce morale. Consequently, ITS embarked on a culture program with the following objectives:
- To diagnose the existing culture and identify areas for improvement.
- To create a shared vision of an aspirational culture.
- To develop a two-year culture plan for implementation.
- To engage the CIO and senior leadership in the culture program.
- To foster a positive and productive work environment.
Methodology
The culture program was structured over a three-month period and engaged over 50 team members from various departments, as well as the executive team. The program followed the Appreciative Inquiry process, which emphasises identifying and building upon an organisation’s strengths rather than focusing solely on its weaknesses.
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- Diagnosis phase: To understand the current culture, focus groups were set up, and a desktop review of engagement and pulse survey data, exit interview data along with analysis of the people metrics, was conducted. This phase provided valuable insights into the portfolios strengths and areas needing improvement
- Aspirational culture identification: Representatives from across the portfolio came together in a collaborative effort to envision the desired aspirational culture. This involved defining core values, desired behaviours, and shared goals. The result was a clear and inspiring vision of the future culture.
- Culture plan creation: Debrief sessions were held with the executive team, senior leaders, and various teams to co-create a two-year culture plan. The plan included actionable steps, goals, and timelines for cultural transformation initiatives, along with the formation of a culture team of ambassadors who would champion the cultural change throughout ITS.
Results and outcomes
The ITS culture program achieved significant success in transforming the organisation’s culture:
- Clear values and behaviours: The program successfully identified the portfolios core values and behaviours, which were subsequently rolled out across the portfolio. This clarity helped align employees with the desired culture.
- CIO engagement: The Chief Information Officer (CIO) actively engaged with the culture program, signalling top-level commitment to cultural transformation. The CIO’s involvement played a pivotal role in driving change throughout.
- Positive work environment: The cultural transformation resulted in a more positive and productive work environment. Employees reported higher levels of engagement, improved collaboration, and a stronger sense of belonging within the organisation.
- Enhanced performance: ITS experienced improvements in performance metrics, demonstrating that a positive culture impacted the organisation’s overall effectiveness and efficiency.
RMIT ITS’s culture program showcased the power of a deliberate and well-structured approach to cultural transformation. By using the Appreciative Inquiry process and engaging key stakeholders, the organisation was able to identify, envision, and implement the desired culture successfully.
