How to handle a Negative Organizational Audit?
When an audit reveals negative results in terms of structure and culture, an organization must take action. This is a challenging, demanding, and impactful task. One of our clients understood the necessity of engaging Arch as a Trusted Advisor to transform the negative audit into a positive action plan over a two-year period.
The client was struggling with a traditional, hierarchical structure and sought to transform into a culture that embraces safety and growth. Various objectives were formulated, ranging from drafting a safety culture charter and team and leadership charters to establishing a constructive and collaborative executive team with the necessary growth trajectories and a thorough analysis of previously undertaken change processes.
Central to the request were "ownership" and "anchoring," necessitating a participation process involving the executive team, managers and department heads, employee representatives, and staff from the entire organization.
How did we handle this challenge?
To achieve these goals, four parallel but interconnected trajectories (also called work streams) were set up.
1) Safety Culture Charter
In work sessions with the executive team, a draft version of a safety culture charter was developed. The focus was on both the 'what' and the 'how' of the objectives. After feedback from employee representatives and the psychosocial welfare committee, the charter was adjusted and integrated into the transformation program.
2) Team and Leadership Charters
Using the Human Synergistics tools, the current and desired team functioning was analyzed. This analysis led to a team charter outlining promises and behaviors. This process was repeated for the management team, resulting in a leadership charter that clearly defined competencies and responsibilities.
3) Individual Coaching Trajectories
Leaders underwent a 360° survey and self-assessment to evaluate their impact on employees and teams. This feedback, combined with four feed-forward discussions per leader, formed the basis for personalized action plans. Regular discussions and coaching supported personal growth and embedding within the organization.
4) Thematic Work and Focus Groups
Work and focus groups were organized around various themes such as mission/vision, silo functioning, onboarding, and lifelong learning. Participants came from all levels of the organization, leading to diverse insights and action points. An organization-wide survey provided further objectivity on the necessary actions to secure the desired changes.
The result?
The combined efforts of the work streams led to a comprehensive improvement and action plan for the future, with a strong safety culture in a fit-for-future organization. The focus on co-creation and participation ensured a broad base of support and anchoring of the changes. Through this structured and inclusive approach, the organization achieved noticeable results and a concrete action plan with follow-up actions for a safe, growth-oriented future.
