Afiniti receives LPI Gold Standard for 14th year

Afiniti is proud to have been accredited as a Gold Standard learning provider for the 14th year in a row by the Learning and Performance Institute (LPI).

LPI accreditation is the globally-recognised quality mark for providers of learning products, technologies, services and facilities. The accreditation process is rigorous, with providers being required to demonstrate a KPI score of 75% or greater across all sections, including client-endorsed case studies and telephone-based references.

Being awarded the gold standard for so many consecutive years is testament to the innovative approach Afiniti takes in order to design and deliver tailored learning solutions which ultimately help our clients make change stick.

At Afiniti we tackle each client’s challenge or opportunity with a clean sheet of paper – partnering with them to design, deliver and embed sustainable change using the right blend of: learning, communications and engagement, PMO/CMO, and change management, that’s just right for their programme and their people.

“It’s encouraging to see Afiniti in a strengthening positon, and their evolving focus on culture change…”

Doug Shaw, LPI Accreditation Mentor, commented, “It’s encouraging to see Afiniti in a strengthening positon, and their evolving focus on culture change, backed up by a clear Practice Applications Framemwork, is a useful way for Afiniti to differentiate in the L&D market.”

Nick Smith, Partner, Afiniti explained, “It’s not easy to consistently achieve the LPI Gold Standard and yet we’ve done so now for over a decade. This really is a huge achievement and testament to the ongoing commitment and dedication of Afiniti colleagues. We’re especially proud to have received 100% KPI scores for Corporate Integrity and CSR, Learning Consultancy, Self Study Content, People Development, and Business Stability.”

If you’d like to learn more about how Afiniti can help your business design and deliver training and learning, or other aspects of your change management projects and programmes, get in touch and we’ll get straight back to you.

 

We frequently post ideas and tips on: change management, learning and communications, PPM, employee engagement and culture.

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Afiniti raises £1,400 for The Honeypot Children’s Charity

2017 was Afiniti’s first year supporting The Honeypot Children’s Charity.

From bake sales to sponsored runs, colleagues and friends of Afiniti were hard at work during 2017 to raise valuable funds for our new charity of the year, Honeypot.

The Honeypot Children’s Charity offers both respite breaks and outreach support to young carers and vulnerable children; they are the only charity in the UK offering consistent support throughout childhood; from the age of 5 until a child’s 12th birthday. Many of the Honeypot children have little place else to turn and through Honeypot’s long-term programme of respite breaks and outreach support, they have the chance to make friends, build life skills and most importantly create happy childhood memories.

Aside from the bake sales, a Christmas Jumper fundraiser and sponsored sporting events throughout the year, colleagues at Afiniti were also treated to a visit from a very special guest at their Christmas Party. Santa raised over £250 on the day for Honeypot – collecting donations from colleagues and associates. He even managed to eat his Christmas meal wearing full beard and fluffy hat; so thank you Anthony Edwards for being an incredibly good sport!


Melina Alexandrou, Corporate Partnerships Manager, Honeypot, said, “We’d like to say a huge thank you to the Afiniti team for their fantastic fundraising efforts. The £1,400 raised will pay for a full year of support for 3 Honeypot children, which includes a weekend respite break, 3 outreach visits, a birthday card and Christmas present. We’re really looking forward to our partnership in 2018 and can’t thank you enough.”

Lorna Tarrant, Creative Director, Afiniti, commented, “2017 was Afiniti’s first year supporting this great charity, and we had a lot of fun with our fundraising throughout the year. People are at the heart of everything we do at Afiniti, and as a family-oriented organisation we’ve really enjoyed not only raising the money, but also seeing how our funds are being put to such great use for the children at Honeypot.”

We’re currently planning our fundraising activities for this year at Afiniti, and we’re planning on pushing the fundraising total up even higher for 2018.
If you’d like to learn more about the incredible work that Honeypot does, or to see how you can get involved with raising funds for this very worthy cause, take a look at the Honeypot website.

February Business Change Digest

In this edition:

SPOTLIGHT

What is organisational culture, and why does it matter?

AFINITI NEWS

We’ve been ranked among the UK’s leading management consultants by the FT.

AFINITI CULTURE CHANGE SPRING EVENT

Following the success of our autumn event we’re re-running our culture change event in April.

AFINITI INSIGHTS

The latest from the Afiniti Insights Blog.

 

Spotlight by Nick Smith

What is organisational Culture, and why does it matter? The second in our three-part blog series on culture change.

In the previous blog in this series we highlighted five reasons why organisations should pay more attention to culture in change initiatives.  But what do we actually mean by culture – or, perhaps more usefully, how can we think about culture in a way that lets us address it?

So, culture – what is it?

Frankly, we’ve yet to come across a definition we really like.  Some just plainly don’t seem to work: for example, ‘the set of processes in an organization that affects the total motivation of its people’.  Are there some processes that don’t affect motivation one way or the other?  Is culture really reducible to processes – so that identical processes would drive identical cultures in different organisations?  We don’t think so.

Other definitions seem to get closer: ‘Culture is the organization’s immune system’ and ‘Culture is how organizations ‘do things’’ say Michael Watkins and Robbie Katanga respectively.  The idea of toxic organisational culture as an auto-immune disease is attractive, but cultural immunologies and immunologists seem few and far between.  And, what are the metrics for ‘how’ organisations ‘do things’: does that actually come down to fine levels of ‘what’ organisations do, in any case?

The quest for a definition that satisfies ultimately seems misguided. At Afiniti we agree that culture is something to do with the ‘feel’ of an organisation, underpinning the motivations of its people and ultimately the performance of the business. We concluded that it was more important to know how to ‘shift’ a particular culture than to be able to define organisational culture per se.  We looked around for models, and in Edgar Schien’s work, and in its application by other organisations, we found something that resonated and offered real potential as an actionable framework.

In summary, we’re working with a framework of four interacting levers:

Afiniti 4 levers of organisational culture

  • Core values: these are the mostly unconscious, taken-for-granted beliefs and assumptions at the heart of the organisation’s culture.
  • Promoted values: in contrast, these are the values an organisation claims to hold or temporarily promotes, but which have not yet truly become a part of its culture. We think of these as descriptions of how the organisation wants to be.
  • Artefacts: these are what we can observe – including organisational structures, processes and systems, office layout, dress codes, status symbols, rewards and recognition. As such, artefacts make a culture tangible.
  • Behaviours: these are not as visible as artefacts, but nevertheless are observable. As ‘the way we do things around here’, they both demonstrate and re-inforce an organisation’s culture.  When modelled by leaders and other influencers they can establish new norms.

 

The little things leaders do have far more impact than the big things they say.

 

The four ‘levers’ need to work together

Core values can develop and change slowly over time, but if promoted values are in serious conflict with them, a culture change initiative will almost certainly run into the sand.  If values are promoted in isolation of artefacts and behaviours they will become ‘shelfware’.  Changes to artefacts or behaviours with no aligned and explanatory promoted values can seem random and will confuse.  And if visible behaviours (especially leadership behaviours at all levels) don’t change to align with promoted values, then nobody will take the intended change seriously.  One of our mantras is that the little things leaders do have far more impact than the big things they say.

The advice we give to our clients is that to shift a culture means working with all four levers: recognising core values, and integrating activity involving the other three.

The final blog in this series will unpack some of the ‘how’ of working with the levers. 

As ever, we’d love to hear from you with your thoughts and experiences around the topics covered here, so send us a comment or an email – we’re always ready to talk ‘business change’!

 

Afiniti News

In the recent, inaugural, UK’s Leading Management Consultants 2018 report, published by Statista in partnership with the Financial Times, Afiniti has been ranked among the best in the UK.

Read the full article

 

Afiniti Culture Change Spring Event

Following the success of our culture change event  which we held last November in London, we’ll be re-running the event on Thursday 26 April.

The event, Does Culture Matter? And, do our organisational cultures enable or constrain business success? will explore and debate these critical questions in a forum where delegates can share their own experiences with like minded professionals while deepening their understanding of how to develop the culture their organisations want and need.

To register your interest for the event and for more information please click here

 

The latest from Afiniti insights blog


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Compelling communications – the Key to Successful Business Change

 

birds

 

Culture Change Series: 5 Reasons Why Culture is Integral to Business Change

 

 

Change Management to Help You Win The Battle Against Shadow IT

 

 

 

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