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Service in Corporate Excellence:

The Human Equation

Tan Tat Jin


Service in Corporate Excellence:

The Human Equation

Theme: Mindset, Cultures and Values


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3

• Presentation

• Dr Poh’s sharing of personal experience

• Group sharing

• Panel Q and A

Session process

4

Holistic Interventions

Built to last

5

Touch Lives, Transform Organizations

3 Key Intervention Domains

5

6


Hardware & Assets 　

Heartware 　

Software 　

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• Buildings: what & where?• Machines• Materials• Finances• Intellectual properties• People (headcounts)

Hardware & Assets

8

• Operation or business models

• Systems & work processes

• Organizational structure• Methods• Policies

Software

9

• Commitment• Practices• Values/ Mindset• Social norms• Loyalty/ Stickability

Heartware

10

While interventions take place almost concurrently, hardware, software and heartware progress at

different speed!


“Heartware” takes a longer time to change

Hardware

Software

Heartware

Time

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STRATEGY

Building Organization CapabilityHuman Equation

Desired State

Current State

Culture

ConditionCompetence

OrganizationCapability

Fina

nce

Technology

Brand & intangible assets

Typology of change journeys

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Type Alpha(α)

Back against the

wall

背水而战


(To battle with back against the water)

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Type Beta(β)

Narrow the gap


Type Alpha(α)

Back against the

wall

15


Type Gamma(γ)

Build great walls

Type Alpha(α)

Back against the

wall

Type Beta(β)

Narrow the gap

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Type Alpha(α)

Back against the

wall

Negative Energies

Decision-making

Time horizon

Rally cries “We have no choice!”

Short-term

Take risks; Fast; Chop and Change

Fearful; Anxious, Pessimistic…

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Type Alpha(α)

Back against the

wall

Negative Energies

Decision-making

Time horizon

Rally cries “Beat our enemies and be the #1 or top 4!”

Medium term

Take some risks; Incremental changes

Type Beta(β)

Narrow the gap

Business as usual; No sense of urgency, Fatalistic

18


Type Alpha(α)

Back against the

wall

Negative Energies

Decision-making

Time horizon

Rally cries “No complacency – need to forge ahead!”

Long-term

Take low risks and protective actions;

Planned change

Type Beta(β)

Narrow the gap

Complacent; Indifferent; “It ain’t broke, don’t fix it”Type Gamma

(γ)

Build great walls

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Shared set of beliefs, values, attitudes, and practices that

characterizes an institution, organization or group

What is culture?

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Basic AssumptionsService excellence is a strategic driver for the Company’s long-term success

Elements of Culture

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Basic AssumptionsCustomer first: Our

customers are foremost in our minds all the time. We

go the extra mile toexceed their expectations

Elements of Culture

Core Values

SIA goes to great lengths

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Artifacts, Structures & Symbols

Norms, Policies & Practices

Core Values

Basic AssumptionsService excellence is a strategic driver for the Company’s long-term

success

Recruit quality staff, provide rigorous service

training and pay well

SIA Girl image

Customer First

Elements of Culture

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Values are like roots – central to culture

Artifacts, Structures & Symbols

Norms, Policies & Practices

Core Values

Basic Assumptions

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Culture Change

Fragmented

(Thin) Integrated

(Thick)

Sub-cultures are valued: Superficial efforts are made to common up values,

norms and practices

Gaps exist between Espoused values and

values-in-use

One-culture is valued: Genuine efforts are

made to common up values, norms and

practices

Consistent Espoused values and values-in-

use

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Current State

Desired State

Change Initiative

Journey

Culture Building Journey

26 Time

Lifestyle: AdoptLeve

l 3

Time

Living Out: Apply

Le

ve

l 2

Learning: Aware

Le

ve

l 1

Culture Building JourneyA

do

pti

on

Lev

el

27 Time

Ad

op

tio

n L

evel


l 3

Time

Living Out: Apply

Le

ve

l 2

Learning: Aware

Le

ve

l 1

Mindset

• Imperatives

• Intention

• Implications


28 Time


l 3

Time

Living Out: Apply

Le

ve

l 2

Learning: Aware

Le

ve

l 1

Skillset

• Tools

• Processes

• Implementation

Ad

op

tio

n L

evel


29 Time


l 3

Time

Living Out: Apply

Le

ve

l 2

Learning: Aware

Le

ve

l 1

Valueset

• Review

• Institutionalization

• Re-examination

Ad

op

tio

n L

evel


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Desired values

Conditioning

• Outcome: Quick results

• Method: Reward and punishment

Culture Change

Current values

Inculcation• Outcome: Lasting results

• Method: Participation and involvement

31 Time

Ad

op

tio

n L

evel


l 3

Time

Living Out: Apply

Le

ve

l 2

Learning: Aware

Le

ve

l 1

Mindset

• Imperatives

• Intention

• Implications

Simon Sinek: How great leaders inspire actionhttp://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

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Simon Sinek: How great leaders inspire action

Why?

How?

What?


Golden Circle


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Simon Sinek: How great leaders inspire action

Why?

How?

What?


Outside In Communication

Inside Out Communication


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Why?

How?

What?

Outside In Communication

Inside Out Communication

•Kemmons Wilson, Memphis Tennessee was inspired to build his own motel .

•Disappointed by poor quality and inconsistent roadside accommodations during a family road trip to Washington, D.C.

•First Holiday Inn, 1941. Summer Avenue in Memphis, the main highway to Nashville

Leaders Inspiring Action - illustration

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Outside In

What • Keep our motel clean• Repair and replace

faulty items etc…

How• Work hard• Attentive to needs• Provide training

Why•Keep your job?•Profit?•Bonus?


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Outside In Inside Out


faulty items etc…Do what you have to

do?


Focus on cleanliness and consistency


Poor quality and inconsistent road side accommodation. We want to change that!


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Outside In Inside Out


faulty items etc…Do what you have to

do?


Focus on cleanliness and consistency


Poor quality and inconsistent road side accommodation. We want to change that!


Theory X

Theory Y

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Current: Manufacturing Director, Shell

Dr Poh Poc Huck

•Dr.•Dis…•Div…

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Huck’s insights…

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Share an insight…

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Panel

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