CONSULTING RATES:

In-Person: $15,000 - $25,000 per day
Virtual: $5,000-$10,000 per day

See an outline of a recent consulting culture change engagement Dr. Cameron conducted below.

Kim has consulted for most Fortune 500 and many Global 500 companies, US and international governments, automotive companies, professional and collegiate athletic organizations, healthcare systems, colleges and universities, and many other organizations. Clients include:

EXAMPLE CULTURE CHANGE ENGAGEMENT

Pre-work – Culture Diagnosis

Individuals across levels and across functions and business units within Example Company complete the Organizational Culture Assessment Instrument (OCAI). 

The OCAI consists of six items that require approximately 10 minutes to complete.  Respondents assess the culture as they experience it right now, and they rate the culture that they would like to see if the organization is to achieve spectacularly successful results in 5 years.

Meeting with the Senior Team

A day-long meeting (which may be longer or shorter) is held with the senior management team or the team with responsibility for culture change.  The first part of this meeting is a review of the Competing Values Framework which serves as the basis for cultural diagnosis.  Organizational culture profiles are distributed, and a nine step process is begun.  The length of time required to move through the nine steps may vary, and it is unlikely that all nine steps can be completed in one meeting.

(1) Reach consensus on the current culture of Example Company, based on OCAI preassessment data feedback.

(2) Reach consensus on the preferred culture in 5 years for Example Company.

(3) Identify the implications of the culture change identified in the profiles:  what does it mean to change, and what doesn’t it mean?

(4) Identify stories or incidents that characterize the essence of the preferred future culture.  Identify core stories that can enhance understanding of the desired end state.

(5) Identify key strategic initiatives that will foster desired culture change.  What will be started, stopped, and enhanced?

(6) Identify a set of small wins, or tactics, to be implemented immediately.

(7) Identify the managerial and leadership competencies needed to lead the change.  Design needed leadership development initiatives.

(8) Identify metrics, measures, and milestones to maintain accountability for progress.

(9) Develop a communication strategy, including symbols and key messages.

Meet with Sub-Groups or a Town-Hall Meeting

Meetings with members of sub-units should be held to diagnose unit sub-cultures, inform others of the culture change process, and engage their participation and input.  The key objectives of these meetings are to (1) create readiness for change, (2) overcome resistance to change, (3) articulate a vision for the preferred future, (4) generate commitment, and (5) institutionalize the change process.  Change teams, task forces, and a cascade strategy may be used.

Institutionalize the Culture Change Process

A process for engaging employees, creating a change team, developing accountability mechanisms, and coaching leaders all are prerequisites.  A process for cascading the culture change process can be implemented based on a four step process:  learning, implementing, teaching, and assessing.  On-going meetings are scheduled to assess progress, provide support, and identify needed course corrections.  The nine steps above can be repeated throughout the organization.

Possible Leadership Development

If needed, leadership assessment and development can be designed and conducted.  A Management Skills Assessment Instrument (MSAI) is available based on the same Competing Values Framework.  It can be administered, scored, and used to facilitate personal leadership development initiatives in collaboration with the culture change process.

Time Frame and Basic Activities

The following activities and initiatives may be scaled back, of course, but the basic culture change process involves at least the following activities.

Preassessment using the OCAI

Senior Team Kick-Off Meeting  -  one day

Meetings with Sub-Units  - three days (two per day)

Coaching, consulting, data analysis, and planning over the following year  -  three days

Organizations Recently Utilizing this Approach

CH2MHill, Clariant, Dana, Ford, Dubai Holding, General Electric, Henry Ford Health System, Humana, LG, Libbey Glass, Prudential

Kim’s research and expertise helps leaders and organizations develop a culture that leads to extraordinary performance.

His consulting encompasses:

• Organizational Culture Change

• Implementation of Positive Leadership and Positive Practices

• Enhancing Employee Well-Being

Instruments and assessments include OCAI (Organizational Culture Assessment Instrument), MSAI (Managerial Skills Assessment Instrument), MASI-e (Managerial Skills Assessment Instrument for Executives), Leadership Competencies Assessment (In-class), Performance Outcomes Assessment (In-class), Personal Orientation Assessment (In-class), Change Strategies Assessment (In-class), Leadership Competencies Survey, Survey of Organizational Abundance, and Assessment of Positive Practices in Organizations.