tailieunhanh - Knowledge Cities Approaches Experiences and Perspectives_6

Tham khảo tài liệu 'knowledge cities approaches experiences and perspectives_6', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Culture 117 common reference point for navigating the changes required to achieve true customer calibration and a high level of conductivity. Workshops held through the company asked employees to validate identified values based on their perception of behavior Do I live the values Does my department live the values And does the management live the values In addition people were asked their opinions on what could be done at the individual department and management levels to deepen the values in the organization. Clarica s values initiative began in 1997 and was intended to coincide with the organization s demutualization a significant change in literally everything relating to the company including its name. Shifting from The Mutual Group to Clarica and from a customer-owned to a shareholder-owned organization had potentially massive cultural implications with the added requirement of being shareholder-focused as well as customer-focused. Many employees feared that the organization would become lean and nasty overnight a predictable response to a new corporate mandate to create shareholder value. However Clarica s senior executive team strongly believed that what had enabled the organization to enjoy sustainable financial success historically had to be understood and contextualized for a new era. It was felt that if the values of The Mutual Group were lost or seriously compromised in the dash to the stock market then shareholder value would eventually be destroyed rather than created as employees and customers became increasingly alienated. At the outset both Armstrong and Clarica decided that to infuse a high level of ownership and thereby increase the likelihood of identifying core values that would support their new strategic directions they would involve as many people as possible in defining the core values. Concerted efforts were made to understand both the past and the present in order to inform the culture that the organizations wished to establish for the .