ODRL formulated the ‘Culture Change Strategy and Plan of Action’ which comprised the following key processes and elements.
Defining the Desired Culture of the Agency
An initial qualitative analysis of documents, facilitated discussions with stakeholder groups, benchmarking with relevant external ‘not for profit’ and ‘for profit’ organisations and analysing the results of a staff engagement survey helped to define the desired culture which would be results-focused, interdependent, entrepreneurial, accountable, committed to the mission, leveraged on the skills and networks of people and engendered mutual respect among employees at all levels. The data was clustered under key emerging themes which formed the basis of the culture change framework.
Gap Analysis: ‘where are we now and where do we want to be in the future?’
The initial ‘gap analysis’ was conducted along the culture change, and taking into account the attributes of the current culture and the extent to which it supports/gets in the way of the Agency’s future aspirations as evidenced in various reports relevant to the transformation change programme. The analyses also drew on discussions with a range of stakeholders from the Change Project Teams and the Culture Change Support Team (CCST) and the results of the survey.
Culture Shift Actions (Corporate Level)
Based on the above work, three areas for action that would have far-reaching impact on driving visible and relevant culture change were selected to include: 1) Teamworking and Collaboration; 2) Leading to Engage, Enable and Empower People 3) Accountability for Results.
Structure and Roles and Responsibilities to Implement Culture Shift Actions
ODRL designed a structure with clearly defined roles and responsibilities of Sponsors and Change Agents. The notion of Authorising Sponsors and Implementation Sponsors was also agreed with the internal team. In implementing culture shift actions the role and involvement of the Local Change Teams (LCTs) was deemed to be fundamental to sustain culture change in the Agency. This was formally shown in the structure of the change team.