Introduction Chapter 1—Why bother getting sponsorship? Having assessments not only seen as important by the senior leadership but also owned by one of the executives. Sponsorship supports the gathering of evidence to assess whether the desired behaviors that you want to sustain in the organization are starting to embed and allows you to focus your efforts on areas that need more attention. Chapter 2—Why bother defining behaviors and linking systems and behaviors? Having clarity on what the desired behaviors are, deploying and then managing them is fundamental in sustaining a CI cultural transformation. Having specific measures of these behaviors in the form of KBIs drives the continual focus of refining the business systems and embedding these behaviors into the organizational DNA. Chapter 3—Why bother assessing and managing behaviors? Continuously maturing behaviors for existing employees and onboarding new employees into the desired behaviors is essential to sustaining a CI culture. There are a wide range of activities needed to manage and embed ideal behaviors. A behaviorally based maturity assessment is key to enabling us to track progress and identify actions needed to correct slippage or progress to the next level. Assessments that only review tools or systems will not support the development nor sustain the CI culture of the organization. Chapter 4—Why bother designing your own strategic level behavioral assessment system? Each organization has a unique context with a different start point, different culture, different business language, geographic complexities, and organization structure. As such, a lot of thought has been given to the approach, design and content of the assessment and customization to local requirements is critical to success. Designing your own assessment system will support the long-term sustainability of your CI culture. This chapter explains a detailed a step-by-step guide showing how to design and build your own CI maturity assessment system. Chapter 5—Why bother defining behaviors and KBIs? Key Behavioral indicators are essential to developing and maturing ideal behaviors that enable any organization to embed a sustainable culture of CI. They can be used across the organization in any area or function. This in-depth case study by Professor Peter Hines and ST Micro Electronics explains why KBIs are critical and illustrates their application in the HR function. Chapter 6—Why bother focusing on the type of conversations people have? The type of conversations people have is critical to understanding and developing ideal behaviors. Most behaviors involve conversation of some kind and understanding how to use our voice and consciously plan the most appropriate type of conversation is in depth paper by Kevin Eyre on the importance of conversations. Chapter 7—Why bother seeing where it has worked and the lesson learned? While every organization has unique context and requirements there is nevertheless a lot of value to be had from understanding the approaches that other organizations have taken. In this wide range of cases the authors share in their own words what they did. How it was applied, and the lessons learned. The case studies are from several different sectors and include telecommunications, logistics and distribution, aircraft maintenance, car manufacture, financial services, mining, and food production. The final case explores how maturity assessment s have been adapted and undertaken using a virtual approach necessitated by COVID-19 restrictions. Case Studies: NBN Co case study by Indrajit Ray, Clyde Livingston and Richard Perry Panalpina Case Study by Andrew Lahy, Maria Pia Caraccia and Mike Wilson Airbus Australia Pacific case study by Kim Gallant CBA case study by Morgan Jones BHP case study by Kim Gallant and Amelia Deich Bakkavar Desserts case study by Leighton Williams and John Bowman Virtual Assessments case study by Morgan Jones. Chapter 8—Why bother aligning assessments, assessors, and calibration? It is important to have consistency in the assessments to show they are both robust and credible to ensure the recommendations will drive the best focus for action planning. While there is always going to be a certain level of subjectivity it is important to make the assessments as consistent as possible to avoid potential confusion and mixed messages. Each assessor must be trained in depth to a standard that can be universally applied but at the same time recognizes their expertise and experience. The customer experience must be consistent. Chapter 9—Why bother having a high-level roadmap to deploy? A high-level visual roadmap is an invaluable planning and communication tool. It is a quick way to show the organization what is involved. It enables the creation of detailed action plans and milestone planning and provides a framework for initial design and ongoing improvement of the assessment system. Each organization has a unique context with different a starting point, different culture, different business language, geographic complexities, and organization structure. As such the roadmap in this chapter is meant as illustrative and we encourage people to adapt it to their own specific context and requirements. Chapter 10—Why bother doing assessments? The CI maturity assessment needs to be integrated into the strategic business planning cycle so that outputs and opportunities can be incorporated into forward planning. They should not be a stand-alone activity to business planning but rather a key check on progress and a key input for consideration in action planning. This chapter gives a summary of the key bullet points for the why, the what and the how of developing and undertaking CI maturity assessments. List figures List of Tables Foreword Acknowledgements About the authors
