Manufacturing Today - January/February 2014 - 12

COLUMN BY

GERRI KNILANS

talk about measurement because we
assume that's what executives want.
It's more nuanced than that.

B UY AMERICAN

A LFAB INC.

E CONOMY

N EWS

C U LT U R E C H A N G E

What are the tangible indicators of
culture change success?
Dawson: It's important to have both
a micro and macro measurement in
your cultural roadmap that defines
specific milestones and the final destination over a period of two-to-four
years. I think these are unique to the
particular organization and consist of
the specific culture aspirations it has
set out to accomplish.

Dawson: Measurement represents
two critical success factors (of the five
that are essential for all successful culture change initiatives): building a
culture change roadmap and translating the vision culture into behavioral
competencies and measurable events.
Cultural change typically takes a year
to see any results and from two to five
years to say "we've accomplished
something meaningful." It's critical to
know how far you've come, but it's
easy to lose motivation if there's no
sense of progress.
12

manufacturing-today.com JANUARY/FEBRUARY 2014

Sensenig: The idea of measuring
things is valuable, but there are other
issues driving that desire with culture
change. Senior level management
may not want to discuss measurement at the beginning (because)
there is an emotional driver they're
dealing with. Their beliefs tend to
push the issue rather than the hard
numbers. In fact, senior leadership
may struggle with the need for hard
metrics at the outset because they are
emotionally committed to change.
Sometimes, I think we tend to over

King: The tangible indicators of success are when you begin to reap the
benefits of the culture shift that you
are attempting to make. For example,
if you are trying to create a more selfservice oriented culture, then you
should notice that your people are
starting to use the tools you want
them to use to serve themselves versus relying on someone else to help
them. Another potential tangible
indicator that the culture shift is taking place occurs when you see a spike
in attrition rates at the beginning of
culture change, and more importantly, a gradual slowing down of those
rates once the change takes hold.
Sensenig: You have to measure
results, not activities. That's what's
important to executives. Are we
increasing revenue and decreasing
our costs, turnover and absenteeism? Are we improving quality in
some way and improving employee
engagement? Use business metrics
rather than change metrics. The


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Table of Contents for the Digital Edition of Manufacturing Today - January/February 2014

Table of Contents
Manufacturing Today - January/February 2014 - Cover1
Manufacturing Today - January/February 2014 - Cover2
Manufacturing Today - January/February 2014 - 1
Manufacturing Today - January/February 2014 - 2
Manufacturing Today - January/February 2014 - Table of Contents
Manufacturing Today - January/February 2014 - 4
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