Leading cultural change at Xerox Romania

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• Leading cultural change at Xerox Romania

Simona Simion-Popescu Human Resources Lean Six
Sigma Manager Xerox Romania
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Agenda

• Xerox Romania Company profile
• Organizational culture change why bother?
• Current culture versus ideal culture
  measurement
• On our way to the ideal culture leading and
  managing the change process
• Xerox Romania cultural values

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Who We Are

• Xerox Romania and Republic of Moldova is the
  subsidiary of Xerox Corporation, the world's
  leading document management technology, product
  and services enterprise.
• Xerox has been present in Romania for over 35
  years and has partnerships with 6 authorized
  distributors, 27 concessionaires and over 180
  authorized resellers all over the country.
• 220 employees
• 60 MIL USD annual turnover

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What We Offer

• complete document management solutions that help
  its customers improve their productivity and
  profitability. The services offered by Xerox
  Romania are Office Services, Imaging and
  Archiving Services and Special Events Services.
• an array of innovative office document solutions
  and systems. The offer consists of color and
  black-and-white printers, multifunctional
  devices, digital copiers, solid ink printers or
  multifunctional devices and monitors.
• on digital production printing market we are
  present with DocuTech, DocuColor and DocuPrint
  trademarks. Xerox is also the producer of the
  most performing equipment for color digital
  production Xerox iGen3 which can personalise
  the largest volume of documents in the world.
• a large variety of printing media paper and
  special media for office printing, paper for
  digital printing and large production (Colotech
  ), wide-format paper.

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Cultural change why bother?

• WHY the Organizational Culture project?
• to increase the performance of our
  organization/to create competitive advantage by
  improving the organisational culture
• to build a flexible, change adapt organization
• to identify the factors that can improve the
  efficiency of the organization
• to determine the organisational culture of our
  company Current vs. Ideal
• to set a change strategy/action plan with
  positive effects
• to attract and retain talented people
• to address employees complaints regarding
  behaviours

• Project START-UP
• Period of Survey roll-out September October
  2006
• Method HUMAN SYNERGISTICS Intl
• - OCI Organisational Culture Inventory (HOW do
  things happen?)
• - OEI Organisational Effectiveness Inventory
  (WHY things happen this way?)
• Respondent 100 XEROX Romania employees

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Our measurement exercise
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Current Organizational Culture

• Constructive Styles in the present culture
• Positive aspects
• Clarity of role / objective
• Result-oriented
• Exploring alternatives.
• Negative aspects
• Feedback methods
• Little support from peers/superiors
• Insufficiently shared ideas/knowledge
• Insufficient use of encouragement/motivation.

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• Aggressive/Defensive styles in the present
  culture
• Positive aspects
• Good communication on the vertical axis
• Difficult to impress
• Objectivity.
• Negative aspects
• Internal competition
• Spirit of strongly-motivated internal winners
• Poor inter/intra-departmental cooperation
• Authority of position
• Strong managerial control
• Insecurity of position
• Little flexibility.

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• Passive / Defensive styles in the present
  culture
• Positive aspects
• Observing policies and procedures
• Employees intention to continue working for the
  company
• Negative aspects
• Lack of initiative
• Avoiding risk-taking (calculated risks)
• Following managerial directions even if they are
  not properly understood
• Rules are more important than ideas
• Accepting the status quo
• Avoiding assuming decisions.

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On our way to the ideal culture
The change process - Kotters 8 Principles for
Effective Change
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On our way to the ideal culture

• involved all managers other key people in the
  change process

• identified both our strengths and development
  opportunities
• selected 5 development areas to focus on in 2007
• - Increase Achievement Style
• - Increase Self-Actualizing Style
• - Increase Humanistic-Encouraging Style
• - Decrease Competitive Style
• - Decrease Avoidance Style
• action plans for the above 5 styles
• - specific measures (under the supervision of
  the Direct Manager HR Manager)
• - general measures (attitude change)

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On our way to the ideal culture
Everyone thinks of changing the world, but no
one thinks of changing himself Tolstoy

• Change process
• Individual level
• Team/department level
• Company level

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On our way to the ideal culture

• implemented the specific action plan
• - improved the objective setting performance
  assessment process
• - revised pay-plan principles to eliminate
  internal competition
• - revised the Reward Recognition policy
  (eliminate internal competition, encourage
  initiative and
• creativity)
• - improved the recruitment process (transparency
  of jobs assessment)
• - increased transparency of company processes
  and decisions (departments presentations)
• - regular departmental meetings (on going)
• - regular 11 coaching, mentoring (on going)
• - reducing bureaucracy (internal documents in
  electronic format)
• - initiated inter-departmental projects to
  improve collaboration (eg. Customer satisfaction
  project)
• - individual Leadership Styles Inventory reports
  for management and key people
• - revised the Management Succession Planning
  process

• What will we do next
• continue implementation of action plans
  company/department/individual level
• regular evaluation workshops and adjustments,
  involving the team of change agents (formal
  Informal leaders)
• in q3 2008 evaluate progress by organising a 2nd
  survey

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Xerox Romania cultural values

• We take risks in a responsible manner!
• We are innovative and creative! Any new thing
  helps us all learn.
• The success of the company depends on our own
  success!
• We get involved in objective settling!
• We constantly strive to be better than we are
  now!
• When we solve problems, we also identify the
  causes!
• We cooperate, we do not compete internally!
• We are not punished for our mistakes, but we
  never repeat them!
• We publicly acknowledge the merits and discuss
  mistakes individually!
• Quality matters!

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CONCLUSIONS
Present culture
Ideal culture
THANK YOU!
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