Heading 1

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• Historical Royal Palaces
• Culture
• Presentation on Culture on the set case study
  Historic Royal Palaces
• See notes of this file for accompanying script to
  presentation slides

• ANDiDAS.COM

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Perspective
Introduction Analysis Recommendations
Conclusion
Past
19thCentury 20thCentury 21st Century
1525 Hampton Court built
1838 Hampton Court made accessible to Public
1998 HRP becomes self financing charitable trust
1076 Tower of London built
1622 Banqueting House finished 1631 Kew Palace
built
1689 Kensington bought
1989 HRP Agency part of the Government
2003 Today
Spiritual and military leadership
Performance culture Making profit from history
Civil service culture Not the same resources
available
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Gap Analysis
Introduction Analysis Recommendations
Conclusion
Our Vision We will be the world leader in the
care, management and presentation of historic
buildings, contents and grounds
Target
Potential to improve elements of Business
Excellence/enablers and results
Management capability needs to be
strengthened improved performance
culture better coordination and faster decision
making planning, people and project management
GAP
HRP is heavily reliant on visitor revenue a more
balanced mix will offer greater security and
sustained funding of charitable goals
Encouraging performance in the first year of the
HRP corporate plan performed on plan key
milestones achieved and major projects progressed
on-track operating surplus ahead of plan
Adapted from Coppin Barratt, 2002
Achieved
HRP benefits from a number of world-leading
capabilities conservation of buildings and
contents preservation and interpretation innovat
ive education programmes
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Objectives
Introduction Analysis Recommendations
Conclusion
Performance enhancing Organisational Culture for
HRP in the market context
HRP Organisational Culture
Market Environment
New CEO
source authors own estimate
Change Process
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The Cultural Web
Introduction Analysis Recommendations
Conclusion
soft factors
hard factors
source Johnson Scholes, 2002
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Culture Change i
Introduction Analysis Recommendations
Conclusion

• Pre 1998
• Stories
• Ivory tower
• Symbols
• Uniforms
• Curators language
• Business language
• Palace identity/ Offices location
• Royal Status Dignity

• Post 1998
• Stories
• Hampton Court Ghost
• Symbols
• Ceteris paribus
• Less individual palace identity
• Status Dignity

complemented with information from Coppin
Barratt, 2002, p.181-211
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Culture Change ii
Introduction Analysis Recommendations
Conclusion

• Rituals Routines
• Loyalty of staff, committed, despite low pay
• Commercialisation vs. Conservation
• Palace/Dept subcultures
• Rivalry between departments/ sites
• No creative engine, no innovation/ initiative
• No information technology
• Cross subsidisation

• Rituals Routines
• Ceteris paribus
• Training/ workshops
• Reduced dept rivalry/ cultural divide through
  centralisation there is no they, only us
• Commerce side emphasised, Cost con-sciousness
  established
• Conflicting visions/ mission of Conserv./
  Marketing remain
• 11 people in IT

complemented with information from Coppin
Barratt, 2002, p.181-211
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Culture Change iii
Introduction Analysis Recommendations
Conclusion

• Power Structures
• Ceteris paribus
• Less power with conservation, more power with
  marketing dept
• Better communication with stakeholders unions
• Control Systems
• Ceteris paribus
• Performance pay

• Power Structures
• Conservation Dept (Ivory Tower)
• Lack of trust between Management Trustees
  DCMS Unions
• Old fashioned relations with unions
• Control Systems
• Comparator Organisations, Standing Clearance
  Agreement
• No consistent performance management sytem

complemented with information from Coppin
Barratt, 2002, p.181-211
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Culture Change iv
Introduction Analysis Recommendations
Conclusion

• Organisational Structure
• Hierarchical, decentralisation (Palace)
• Strong informal networks, Poor communication
  processes
• Organisation structure anomalies (HR, Finance
  Retail, Conservation)

• Organisational Structure
• Ceteris paribus
• Hierarchical, more centralised
• Greater openness, better lateral communication
• Organisation anomalies resolved, Single
  conservation dept, etc.

complemented with information from Coppin
Barratt, 2002, p.181-211
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Culture Change v
Introduction Analysis Recommendations
Conclusion
pre 1998
post 1998
Performance Culture (in progress)
Civil-Service Culture

• Status dignity
• Charity, Govt Body
• Dept Palace subcultures
• Commerce vs. Conservation
• Informal networks

• Status dignity
• Self financed charity
• centralisation
• Commerce, Customer oriented
• Open communication

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Constraint or Enabler?
Introduction Analysis Recommendations
Conclusion
Post 1998
Symbols Uniforms -Status dignity
Stories Hampton Court Ghost
Routines Rituals IT Loyalty -Subcultures -Lack
of creativity
Paradigm participation, more us -Conflicting
mission between depts
Power Structures Openness Communication
Organisational Structures Anomalies resolved,
suitable structure in place/ planned
Control Systems Performance pay
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Culture Theory
Introduction Analysis Recommendations
Conclusion
Invisible Harder to Change
Soft factors Stories Symbols Routines Rituals
Shared Values Group Behaviour Norms
Hard factors Power Strutures Organisational
Structures Control Systems
Visible Easier to Change
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Forcefield Analysis
Introduction Analysis Recommendations
Conclusion

• Forces for changes
• Self-financed
• Competing in the market/ Competition
• Environment, 9/11, etc.

• Forces against changes
• Tradition, status dignity
• Complacency

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Changing Constraints
Introduction Analysis Recommendations
Conclusion

• Constraints
• Subcultures
• Conflicting vision/mission between Conservation
  and Retail/Marketing
• Lack of creativity, initiative
• Status dignity confines HRP to top-end
  market, in an volatile environment

• Enablers
• Eliminate subcultures (group/ team/ company
  activities) cross team working
• Establish single vision for entire company -
  Alternative outsource conservation/ Commerce
• Reward creativity initiative
• Status dignity are difficult to resolve,
  because part of the nature of HRP

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Overcoming Resistance to Change
Introduction Analysis Recommendations
Conclusion

• Use internal employees as agents of change
• New CEOs experience with conservation beneficial
• Implement changes slowly, small steps or
  incremental, in accordance with workforce
• Clear communication, education and trust building
  Participation and Collaboration

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Managing Paradoxes
Introduction Analysis Recommendations
Conclusion

• Conflict of mission between Conservation
  Marketing
• Conflict between Commerce Charity arms of
  organisation
• Manage carefully

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Disclaimer
Introduction Analysis Recommendations
Conclusion

• Only secondary research possible
• All models are wrong, but some are useful
• Culture is not an exact science
• Culture is constantly changing, every individual
  is different
• Leadership must be flexible
• Other models are not mutually exclusive
• Recommendations are suggestions/ guidelines, not
  definitive

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Conclusion
Introduction Analysis Recommendations
Conclusion

• Turn constraints into enablers as far as
  possible, maintain/ improve enablers
• Status Dignity
• Subculture
• Manage Paradoxes to reduce negative effects
• Otherwise, dont alter current culture change
  process
• new CEOs different background
• Have single, common vision

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Further Reading
Introduction Analysis Recommendations
Conclusion

• Coppin, Alan and Barratt, John. 2002. Timeless
  Management. Hampshire Palgrave Macmillan
• Kotter, John and Heskett, James. 1992. Corporate
  Culture and Performance. New York Free Press

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Questions
Introduction Analysis Recommendations
Conclusion

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