These are some of the key questions to which every CEO is struggling to find answers, in an age when movement from and to organizations is a frequent phenomenon.

The power of the process lies in the total involvement of the employees, which leads to a high degree of ownership towards the values. The fact that the organization values are evolved from the personal values of the individuals also lends credibility to the process. This process promotes:

A group of people who were called to create a change process which could involve a large mass of the organisation, and that too, quickly. The group developed a unique process to face the challenge. This historic event was first conducted in a large manufacturing company which was facing difficulty in changing itself. This change process was named Real Time Strategic Change (RTSC) or large scale interactive process (LSIP) as it could involve a large number of people. The basic philosophy is that if the dissatisfaction of the people, customers and shareholders is understood, then people are propelled to look at the vision of the organisation. The creative tension between the dissatisfaction and the future vision helps people in taking the first steps towards change.

At ECS, we have absorbed this technology to help organisations develop and deploy the future direction and vision, the new structure, process improvements, change agenda, and cascade the new knowledge. LSIP has been successful with even one thousand people being involved together on one day. Depending on the requirements, the event could be for one day/two days/ three days.

The power of this process is inherent in the concept of max-mix teams. In any event, there are a number of such teams and each one of them is designed as if it represents the organisation.This means each team is composed of members from each function, level and psychographics. Such a team works to design the event with inputs from the leadership team. The event design is detailed out and then simulated to experience its effectiveness. This design team functions till the event is over. It plays a critical role in seeking feedback and examines the design to ensure success.

The backbone of the large scale process is the logistics team , which supports the design team in managing the event in terms of schedule, arrangements/requirements of people and the event. Imagine...the event is being conducted with 700 people and the purpose is to develop a shared vision. The design activity requires that all people vote on the top three themes and the activity needs to be completed in 15 minutes and the results also need to be communicated after 10 minutes. A highly energised team is formulated to manage the logistics of such an event.

Shared values are organizational values evolved from the personal values of the individuals. Forming shared values is a process in which everyone,from the board room to the shop floor is involved in determining the kind of organization they wish to create. The organization articulates its values through a process that seeks participation from the last employee . Each individual is asked to plunge into his/her past and cull out events/stories that are very dear to him/her. In this way, each individual articulates his/her values.They then articulate the values they want to see in their dream organization. These values are then clubbed together through a process of affinity to evolve the values of the organization. These values are then woven into the organization vision.

Organizational culture is a set of underlying beliefs, assumptions, values, shared feelings and perceptions that influence the actions and decisions taken by the members. This organizational culture not only shapes the overt behaviour, but also determines the manner in which people normally interpret and respond to any given organizational situation. Several studies indicate that the primary reason for an organization failure is the neglect of corporate culture. The rapid-fire changes in the external environment create the risk that yesterday's organization culture might inhibit success rather than contribute to it. Periodic assessment and modification corporate culture is a key to the success of an organization as is adapting to the increasingly turbulent external environment.

Organizations are increasingly realizing the importance of the overall work climate in enhancing employee morale and performance. Research shows that over and above the individual attributes and competence that he/she brings to the job, an individual’s performance is influenced, to a large measure, by the organizational climate. An organizational climate survey provides a structured, systematic framework for clients to understand employee perceptions on key elements impacting the organizational climate