Selecting and syndicating the chosen practices and proposed initiatives helped to ensure that there was a clear link to the desired broader transformation. Building on the results of the OHI survey, small groups defined priorities and designed detailed initiatives. The agency's next step was to translate its aspirations into tangible actions that its leaders could begin adopting immediately. The team also crafted a change story to help leaders communicate the need for change to the rest of the organization. The aspiration was a ten-year plan that would allow the agency to meet its service goals and accomplish its strategic objectives. During the forum, those leaders developed a strategic vision for the improvement in the agency's operations. A period of dialogues and group work involving its management team, customers, and external stakeholders culminated in a two-day change leadership forum with the its top 40 corporate and field leaders. The agency built that vision through an intensely collaborative effort. The agency embarked on a program to transform its culture, starting with a new strategic vision. But it begins with clear, visible changes in behavior, especially by the leaders of that organization. Shifting the culture of any organization takes time, effort, and commitment. And the agency wasn't making effective use of operational and financial metrics or targets to manage business performance. Employees felt that that leaders could do more to encourage them, through praise or other forms or recognition for good performance. Employee goals and metrics were not aligned top to bottom, for example, so people were not clear how the organization's strategy translated to the objectives they were supposed to meet at the individual level. its score for Motivation was 16 percent lower than the global median for similar organizations, Innovation and Learning was 14 percent lower, and Coordination and Control was 13 percent lower.ДЇurther analysis revealed several ways to do better. The agency's performance was below average (third quartile) against global benchmarks. The survey showed that there was considerable work to do. Please email us at: build a detailed picture of its own organizational health, the agency surveyed more than 8,000 of its people, a sample that included staff from every operating unit and all levels of the organization. If you would like information about this content we will be happy to work with you. We strive to provide individuals with disabilities equal access to our website.

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