Let's have a look at our current state. What is our current culture? To what degree does our current culture meet our business objectives? There, here's our current state analysis for culture change. And we've got a mind map here, which we're going to be going in and looking at, as we go through each section. And this is just going to help us clarify our thinking and our processes.

So what are some of the tools we can use? Well, we could do a survey. So we could look at an external survey, or we could use a Mini Pro Peck survey and embed that on our intranet. But let's have a look at a Mini Pro Peck survey and see how that might work. But here's our current state analysis, my map so let's just zoom in and wait Now looking at our surveys, and we're looking specifically at a mini propriate survey on our website, on our intranet. Now, we may look at bringing in someone to do an external survey for us.

So there's professional services out there that can help us to do that. And if it's a larger project, allow growth organization, you're probably gonna want to do that. But if it's a small organization or a small project, the Mini Pro pix survey is probably going to help you clarify some of the things you need to find out about your culture, how it is currently working. But here we are on an intranet. So let's go down to our mini survey. I'm just going to open that up.

This is a mini survey, which we've created using the Google surveys tool which is on Google for Work. I think that's what they've called it now. It was Google for business. And that's how I always remember it. I think they've changed it to Google for Work. Now, you can create one of these surveys quite easily.

But as you can see, what we're actually doing is we're questioning what our continuous improvement situation is. So what we might do is we might get everybody in the organization to actually fill this survey of everyone involved in the area where we want to institute its continuous improvement culture. Third question is there is a clear process for me to follow when I spot an improvement opportunity. And then there's levels of agreements. This is one way we can get culture data into our organization. There are clear performance measures in place and I know what they are.

My manager listens to my suggestions about how to improve ways of working. The business keeps me informed about what is happening in the business. My manager regularly talks to me about business and team goals. I'm involved in decision making about the best way to do things. There is a clear business improvement process in place. The workforce is trained to understand how to spot the seven ways which Tim woods, the workforce gets involved in process improvement projects.

And the business benefits are fed back to the workforce following an improvement project. This is some questions that Stevens developed and generated, showing us how we might run a very simple culture survey. That's going to give us some information about the current state of culture and remember, that's what we're trying to do here. We're trying to establish what the current state is. Something else we could do is we could get a focus group going, that can be one of the tools we use for our current state analysis. Remember, culture is quite difficult to measure.

But the more of these tools we use, the better it's going to be to give us a clearer idea of the culture. Because if we just asked one or two people, we say to the manager, how's the culture doing? They might say, great. That's one person who's very negative. They might say, Well, yeah, and I hate it here is a terrible job. So when we do things like focus groups, they're quite tricky to do so often, we might want to get an HR professional in or consultant in that and give that professional guidance if possible.

And obviously Stephen is here. You can contact him if you've got an organizational issue. And he can obviously do this for you as well. I'll put you in touch with the right people. So you've got some guidance, there's actually going to work. So that's in a B as well part of our My Maps.

Let's have a quick look at that. So here we have the focus groups. Here's some questions we might ask a focus group? How do I feel? What do I see? What do I hear?

So they're the sort of questions we might ask how do you feel about the continuous improvement system? We've got a current. What do you see when it comes to continuous improvement activity? And what do you hear? What do people say about the policy in the business? Now a couple of ways we might do this is we might do in person meetings.

And or if we're separated across different locations, we might choose to use a tool, like hangouts on air. So we can have a virtual conference and a third virtual focus group for something there that we might want to use as a tool. It's free to use. And also then what you can do is that hangout on air will create a video on YouTube, which you can then insert into your project. management dashboard, if you choose to. So it's a great way of recording a meeting.

I strongly recommend you check that out if you're not using Hangouts now already, and it saves you having to type notes or, you know, really what come away wondering what people said, and you know, can't remember two months later, with a hangout on air, it's automatically recorded. So it's just like an in person recorded meeting. And if you'd like any advice on that side of setting up Hangouts, and then the technical side of that, just get in touch with me, and I can give you some advice. Another thing we can do another tool is using observation. So we can do internal observation, external observation. So that might mean that someone internally does observation, we might bring a specialist who comes in and does external observation on what we're doing.

Let's have a look at that. So, here we have our mind map. We have our external Observation which could be a consultant coming in just walking around. But we can also do these internal observation. So we can have a secret boss scenario where we bring someone in from another section, who is just employed in the department, and the department doesn't know. We can also do that with a consultant.

Now, we have to be very careful because that can have a potential negative impact on culture when it's realized, because people feel like they're being spied on. But sometimes, you just need that observation. You need to be able to observe what the culture is like when people don't realize they're being observed because the minute they think they're being observed, pretty much guarantee that they're going to be doing everything absolutely correct. So to get a real feel for the culture, internal observations can be very, very useful. So what we want to do now is we want to start reporting the current state. So if We do all three of the things we recommend you do.

We've got surveys, we've got observations, and we've got focus groups. And let's have a look how we might tie those things together. So as you can see, we've now got the current state we're reporting it. As we can see, as we scroll out and zoom back in, we're in the next part of the process. Now, we want to report the current state. So we'll take the survey results, collate those, take the focus group feedback, collate those, take the observations we've got, and collate those.

And now we can create a report from three different talks. And this is important because if we just go with a survey, we might not get the full picture, we just go with a focus group. You might not get the full picture. But if we go with just observations that might not get and even two might not get it, the ideal way to really see how a culture is actually operating and being displayed is by making sure that the current state analysis has these diverse examination. Now, obviously, there's some scenarios where you can't do all three. And you might only have observation, not ideal, but you can still get positive results when you actually start looking and examining the current state of your culture.

Now what we need to do is we need to start think about defining our metrics. So what we can do here is create a spreadsheet. We can record the initial data, but let's have a look what that might look like. So here we are on our intranet. And we can see we've got our current state analysis report that we talked about earlier. But here's our current state spreadsheet.

So what we're going to do is we're just going to open that, and this is going to give us some metrics. So what we've decided to start measuring is how many containers Use improvement suggestions. This was what came out of our survey. When we started looking at current state data surveys, we had our focus groups, and we had internal and external observations. And this is the data we thought that really would impact. So continuous improvement suggestions per every 10 staff.

How many of those do we get every month? First of all, we might want to establish that we need a box or somewhere where people can put continuous improvement suggestions, but put every 10 staff How many do we get every month that tells us how engaged people are in our continuous improvement system? What is the emotional positivity? How do people feel about the current culture the current business? We've got remember when we've got high turnover of staff or we're struggling, that's always an indication that we've got a culture problem because people Unhappy so we can start asking people to fill out their anonymous survey. How do they feel about the company?

What are the disciplinary levels? Like? How many face to face corrections Do we have every month that our supervisors maybe report? timekeeping? How conscious of timekeeping our staff because that's a good indicator of how process driven they are, how timely they are. So we might use that as a metric.

Then we might look at company commitment. How long do people stay with us? How many people do we lose every month? And if we're in a sector where we've got low skilled workers, we might find that we use a lot of temps, for instance, temporary workers, and we know every 10 we take on every month, you know, four of those, leave that up Might be a metric we look at. and positive culture will start impacting that. So when we start looking at culture change, and improving a continuous improvement culture, we might not initially think it's linked to these metrics.

But these are metrics that if we're creating a positive culture where people are contributing, and are committed to the company, we'd expect these things to improve. So here we have, we've got our initial data. Now we've also got something we can refer back to as a reporting tool as we move forward.