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SOS Ltd. is a premier culture and safety consulting company, combining decades of research and experience to change the way business works.



Frequently Asked Questions (FAQ)

about Culture Measurement & Management


Who has demonstrated the concept?

How long will the process take?

Will this conflict with other initiatives?

How will employees react?

What are the downsides?

What are the costs?

What proof is there that this will work?

Who has demonstrated the concept?

Craig Bennett -- the Corporate Director of Safety and Loss Prevention for Hasbro, Inc. -- said, “This stuff really works. I’ve been integrating [Values-Driven Safety™] into my organization’s Safety and Loss Prevention System ever since [it was] introduced to me in 1993. It doesn’t matter if we’re working in Europe, North America, or Asia, the strategy works and our performance is improving every year.”

Keymark Corporation achieved dramatic reductions in their workers’ compensation costs. 

Turner Industries has achieved remarkable safety performance and credit their application of safety culture enrichment as a significant factor in their achievements.

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How long will the process take?

Practically speaking, significant culture enrichment should take between 6 months and 2 years. If there is trauma in the form of anything from a fatality to dynamic and committed new leadership, it could be a lot less.

Conventional wisdom suggests that it can take a very long time to change culture and that it can’t be measured. We believe both of those assumptions are patently wrong headed. In the case of the “twin towers” -- when the second plane hit the second tower -- the culture of the entire world was changed in a millisecond.

There are innumerable examples of dramatic culture changes in industry in very short periods of time. In 1993 the IBM culture was dramatically changed in less than a year. Jack Welch describes how he changed the General Electric culture in his book jack. When Lee Iococca took over at ailing Chrysler Corporation, he changed that culture in pretty short order. These are all massive corporations and their culture was dramatically changed in months, not years.

Will this conflict with other initiatives?

One of the great benefits and one might even say beauties of our approach to culture measurement and management is that it will either be completely compatible with other continuous improvement efforts or can easily be tailored to be so.

How will employees react?

History has demonstrated that employees love this approach to excellence because it involves them, and doesn’t blame them. They are treated like adults and not like children. It is compatible with modern management thinking featuring flat organizations and empowerment.

Modern management thinking suggests that the goal should be less inspection rather than more.  We want to “do it right the first time.”  We want associates to do the right thing because they believe it is the best thing to do, not because they are being watched.

What are the downsides?

We are talking about change and change is usually difficult. The beauty of this process is that change can take place at any pace.

But, there is one pattern of behavior that can mute the effectiveness of the process. If leadership fails to walk the talk or trivializes the process, it will make change very difficult.

What are the costs?

The answer is not much or very little. The primary cost in intangible; it is commitment.

The process is largely integrated into the regular pattern of operating an enterprise. There is very little additional time required and usually few out of-of-pocket costs.

What proof is there that this will work?

“The proof of the pudding is in the eating.” So it is with Values-Driven Safety™. The applications of the concepts will prove the worth of the process. The fact that thousands have been exposed to the principles and hundreds have applied bits and pieces of the process and all have reported improvements in performance suggests that a more comprehensive application will be even better.

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