Real Culture™: Values-Driven Organisations

ARTICULATION Identifying the desired core values and behavioural statements

ARTICULATION

Identifying the desired core values and behavioural statements

COMMUNICATION AND CASCADING Making the culture known to all employees and management in the organisation

COMMUNICATION AND CASCADING

Making the culture known to all employees and management in the organisation

REALISATION AND ALIGNMENT Conducting workshops for all employees and management to experience the core values

REALISATION AND ALIGNMENT

Conducting workshops for all employees and management to experience the core values

SUSTENANCE Implementing initiatives to sustain the desired values-driven culture

SUSTENANCE

Implementing initiatives to sustain the desired values-driven culture

 
If you can imagine, you can envision.
Vision brings people to places they have never been before.
- Peter Cheng Ph.D.
 

According to the Iceberg Model, what is seen of an event or phenomenon constitutes a fraction of the real happenings that are determined by the unseen elements below the “water”.

Similarly what is seen of a behavioural manifestation in individuals, teams and organisations is just a fraction of what is really happening in them. The observable behaviours are the manifestations the elements that influence them. Such elements include the beliefs, values and assumptions the individuals, team and organisations. Organisations are basically made up of people. In essence, a person’s belief and values directly influence his/her observable actions and behaviours.

Jim Collins, the author of the best-selling book Good to Great, found that great companies hire the right people whose values are aligned with the organisation values. When such personal values and organisation values are aligned, organisations are poised to achieve great things through their people.

Real Values-Driven Culture provides the framework to facilitate organisations to have a clear sense of core values that influence and drive organisational behaviours in their bid to achieve organisational goals.

The four phases are: Articulation, Communication and Cascading, Realisation and Alignment, and Sustenance.

The four phases can be implemented over 3-6 months depending on the client's needs and resource availability. Clients can expect to be guided by PACE consulting team to articulate their organisation core values, formulate strategies to communicate and cascade the values, ensure their people live out their espoused values, identify the policies and practices that need alignment and finally put in place key initiatives to sustain the core values within the organisation.

 

Endorsements from our Clients

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Bridgestone Asia Pacific Pte Ltd

‘We engaged PACE, with Peter Cheng as the lead consultant, in a 3-month project to help us to design, facilitate and communicate our regional vision statements to all our stakeholders. The Bridgestone project team had a positive experience with Peter and his team throughout the entire journey - from the initial discussion, to project implementation, and to post-project debrief session. Peter was very passionate in helping our company to achieve the objectives at every stage of the project. He actively listened to our requirements and was flexible in meeting our last minute requests, in the light of changing requirements. In addition, Peter and his team were very responsive whenever contacted in any form of communication. They excellently availed themselves whenever we needed them. We appreciate the time and patience that Peter had devoted to this project as the lead consultant. He truly exemplifies PACE’s mission of helping organisations grow and become better at what they do.

 
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Soitec USA, Inc

‘I thought this was a well-run course with a very knowledgeable instructors. Obviously they are very experienced and very well-read. I liked how they brought in concepts from business books like from Good to Great.

 
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Marshall Cavendish International (Singapore) Pte Ltd

  • ‘It helped in aligning core values within staff and boosted staff morale and bonding.’ 
  • ‘Points a clearer picture of company’s direction.’ 
  • ‘Important for achieving company objectives.’