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Organizational Culture Change: Use OCAI


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This presentation gives an overview of the theory and practice of the validated Organizational Culture Assessment Instrument (by Cameron & Quinn) that is freely available on

This presentation gives an overview of the theory and practice of the validated Organizational Culture Assessment Instrument (by Cameron & Quinn) that is freely available on

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  • 1. Organizational Culture Assessment Instrument
  • 2. 2 In this presentation: We’ll discuss: 1. Organizational Culture and its importance 2. The Organizational Culture Assessment Instrument: its theory 3. The OCAI online survey: how it works 4. OCAI profile: how to interpret the information 5. OCAI options: how and when to use it
  • 3. Organizational Culture and its importance
  • 4. 4 What is culture: • Culture comprises the collective assumptions and “the way we do things around here” • People copy, coach and correct each other to fit into this collective Culture and be part of the group
  • 5. 5 Why work with culture: • “The way we do things around here” determines: • Behavior, and thus: • Performance and Turnover, • Customer Satisfaction and Reputation, • Market share and Competitiveness • Employee Retention, etc.
  • 6. 6 Make culture work: • Avoid the 50-75% failing change projects because they don’t match with culture… • Utilize culture, engage your people and turn any resistance into momentum and successful change • Make culture work for your organization!
  • 7. Organizational Culture Assessment: basics
  • 8. 8 What is OCAI: • Organizational Culture Assessment Instrument • Developed by professors Cameron & Quinn • Based on the Competing Values Framework • Researched and Validated • Used by over 10,000 organizations worldwide
  • 9. 9 OCAI offers: • Quick, identifiable diagnosis with a visual profile • A quantitative starting point completed with qualitative information • Consensus about current and preferred culture • Momentum for change • A clear format to change that you customize to your situation • Basis for successful and sustainable change
  • 10. Users said: ‘It is a very useful tool. It provides a quick and easy way for the key players in the organization to look at where they agree and disagree. It then provides a way to help the rest of the organization to understand culture and to understand what the leadership seeks. I highly recommend it.’ Jo McDermott, Principal at Catalyst for Change Consulting 10
  • 11. 11 OCAI model
  • 12. 12 Competing values • The OCAI is based on the Competing Values Framework • 2 major polarities of values were found to determine organization’s effectiveness: 1. Internal versus external focus 2. Stability versus flexibility
  • 13. 13 Quadrant 4 Culture Types
  • 14. 14 Clan culture • Internal focus & flexibility • ‘Family’: friendly • Leader type: father, mentor • Communication, commitment, development • Theory = High commitment and solidarity produce effectiveness
  • 15. 15 Adhocracy culture • External focus & flexibility • Dynamic, entrepreneurial, creative • Leader type: innovator, entrepreneur • Innovation, agility, transformation • Theory = Innovativeness, growth and creativity produce effectiveness
  • 16. 16 Market culture • External focus & stability • Result orientated, competitive • Leader type: hard-driver, demanding • Market share, goal achievement, profitability • Theory = Goal achievement, market share, numbers produce effectiveness
  • 17. 17 Hierarchy culture • Internal focus & stability • Formal attitude, structure, procedures • Leader type: coordinator, organizer • Efficiency, reliability, timeliness, consistency • Theory = Efficiency, timeliness and consistency produce effectiveness
  • 18. 18 OCAI online survey
  • 19. 19 6 key dimensions of culture: 1. Dominant characteristics 2. Organizational leadership 3. Management of employees 4. Organization glue 5. Strategic emphasis 6. Criteria of success
  • 20. 20 The assessment: • Divide 100 points over 4 descriptions that correspond with the 4 culture types • Dividing points is just like real life, where you have to divide your time, energy and money • Assess each of the 6 key dimensions for the current situation
  • 21. 21 Select OCAI One:
  • 22. 22 After question 1:
  • 23. 23 Complete the assessment: • Assess each of the 6 key dimensions for the current situation • Then, assess each of the 6 key dimensions for the preferred situation (let’s say in 5 years) • Your personal Culture Profile is emailed to your address immediately after completion • OCAI One is free for individual participants
  • 24. 24 OCAI Profile: the info
  • 25. 25 OCAI cultural profile Now Preferred Clan 40,32 39,26 Adhocracy 26,02 27,41 Market 13,38 11,39 Hierarchy 20,28 21,94 100 100
  • 26. 26 The profile shows: • Dominant organizational Clan Culture, followed by Adhocracy Culture. Focus on flexibility and professional freedom. • Hardly any difference Current versus Preferred culture. “I’m content.” “I don’t want change.” • A strong dominant culture of about 40 points. • Discuss this profile with colleagues!
  • 27. 27 The profile shows (2): • ‘Congruence’ on 6 cultural aspects: are all 6 dominant in the same culture type? • Comparison with other organizations • The developmental phase of the organization: starting as a pioneer in adhocracy, growing in clan, structuring in hierarchy and assuring results in market culture.
  • 28. 28 OCAI Pro: • An online account for a team or organization • One price – for any number of participants • Start and close it yourself and track the number of participants (but not who they are) • Results of all respondents are combined in a report with collective profiles of the current and preferred culture, incl 6 key aspects of culture.
  • 29. 29 OCAI Enterprise: • An online assessment for an organization • With as many sub-profiles as you like (price for number of profiles – not participants): • E.g. executives and employees, 4 different locations or Marketing and Production etc. • An extensive report with collective profiles of the current and preferred culture, incl 6 aspects of culture, plus all sub profiles explained
  • 30. 30 OCAI Extra’s: • OCAI Preparation Kit: a practical guide to start and monitor the culture assessment • OCAI Work Kit: a practical guide and road map for a one- or two-day OCAI workshop in your organization. With an easy-to-use PowerPoint presentation and tables that help you concretize culture, define behavioral change, take action • Interview with prof. Kim Cameron & essay Positive Energizers
  • 31. 31 OCAI Workshop: • The current & preferred cultural profile is the quantitative starting point for solid change • Easy to follow format for a change process that you customize to your situation • Get qualitative information in the workshop • Engage employees • Reach consensus, solve objections and resistance • Elaborate to concrete behavior: real change!
  • 32. Using the OCAI for…
  • 33. 33 OCAI is used: • To help make change, restructuring or downsizing successful • To assess a possible merger • To help improve leadership &employee retention • To check employee satisfaction • To enhance organizational performance • To help hiring the right people to fit into culture
  • 34. 34 Using OCAI+workshop: 1. Turning resistance into cooperation 2. Clarity on where you stand now and where you want to go: a clear motivating vision 3. Using information and energy from all levels in the organization; employee engagement 4. Realistic plans, momentum to change, hidden conflicts solved: successful, sustainable change
  • 35. 35 Utilize OCAI: See how your team or organization can engage in successful, sustainable change Change culture, change behavior, change performance. Use the easy OCAI format to realize your tailor made successful change. Good luck!