Culture is everything.
Plans are easy.
Implementation is the hard part.
Empowerment became a phrase in the '80s...
A need in the '90s...
A survival tactic in the new millenium.
Cultures are the change agents for survival.
SKA uses an effective and tailored set
of approaches to assist management in fully engaging its workforce
in a culture of possibility-thinking for balanced financial,
customer, and employee results. The approaches range all over
this web site - from coaching to business literacy to leadership
training. The impact areas in the organizations SKA addresses
are across the spectrum:
- executive coaching
- determining the values to drive the culture
- strategy and creating the business model
- defining the value-added tasks as verified by customers
- designing the network of information flows
- deciding on the right measures
- formatting decision-making systems
- revising reward and recognition systems
- training and development
The last 20 years of work in organization development have
created a new set of tools and processes for aligning a culture
with the mission and strategy of the organization. The bureaucratic
models have eroded away slowly in some industries, faster
in others, to be replaced with "biocratic" ones. A set of
practices that keep the organization supple and agile for
customers, value-added for shareholders and spirit-enhancing
for employees are replacing the rigid, value-absorbing, and
spirit-reducing practices of the past. In networked, participation-rich
companies, the culture emerges from the beliefs and dreams
of its employees as much as the strategies of its leaders.
Culture building work
The following SKA activities impact the culture of the organization:
- Profit and Cash® - this
product enables employees a clear understanding of how they
impact the bottom line
- Leadership Values and Creating
a Culture (LVCC) (see "Our Alliances - Rockhurst University)
This is one of SKA's training offerings for executives.
As leaders build capacity into their enterprises they need
a rich forum within which to plan and vision; they require
resources and models to enhance their decisions. LVCC provides
both the forum and the resources. In the four days of the
LVCC learning experience, participants examine their key
culture-forming practices and beliefs at whatever level
they manage, identify gaps or processes that require improvement,
and then begin to create the strategies necessary to implement
change. The course uses a powerful blend of learning techniques,
from 360° assessments to individual coaches to great
classroom experiences, and has the most value when a company
participates as a team.
Leadership at every level in the enterprise is now mission
critical, because change, now and in the future (and probably
in the past), cannot be solely driven from the top down. It
can be nurtured from on high, but all employee/participants
need to step up to the challenge of making sense out of the
chaos and competing priorities, exercising leadership as they
take accountability for establishing new direction.