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  • 1. < the value of culture for start ups/>May  2013  
  • 2. 2does business have to be cultivated ?
  • 3. is this the purpose of business?3
  • 4. or this?4
  • 5. 5the value of culture
  • 6. definition6CultureLatin: culturaliterally „cultivation“
  • 7. definition 2nd attempt7„Wir sind im hohen Grade durch Kunstund Wissenschaft cultivirt. Wir sindcivilisirt bis zum Überlästigen, zuallerlei gesellschaftlicher Artigkeit undAnständigkeit. Aber uns für schonmoralisirt zu halten, daran fehlt nochsehr viel. Denn die Idee der Moralitätgehört noch zur Cultur; der Gebrauchdieser Idee aber, welcher nur auf dasSittenähnliche in der Ehrliebe und deräußeren Anständigkeit hinausläuft,macht blos die Civilisirung aus.“
  • 8. culture in our terms8„Culture is a positivework environment1“„Culture consists of afoundation of leadership,vision, effectivecommunication, strategicplan and internalpolicies“1 Leadership Insight Employee Engagement
  • 9. 9let‘s look from an economic point of view :
  • 10. profit equation10profit = revenue - costs
  • 11. extended profit equation11profit = (price x units) – (cfix + cvar)
  • 12. impact on profit equation12profit = (price x units) – (cfix + cvar)innovation
  • 13. impact on profit equation13profit = (price x units) – (cfix + cvar)productivityinnovation
  • 14. impact on profit equation14profit = (price x units) – (cfix + cvar)productivity effectivityinnovation
  • 15. impact on profit equation15profit = (price x units) – (cfix + cvar)productivity effectivityinnovation churn
  • 16. impact on profit equation16profit = (price x units) – (cfix + cvar)productivity effectivityinnovation fluctation recruiting
  • 17. 17impact factors derive from employeeengagement !
  • 18. what employee engagement is – and theirdrivers18Measures an employee‘s attachment andrelationship with the organisation, workingculture, their role and relationship withcolleagues. The level of engagement willpositively or negatively influence employesswillingness to go the extra mile at work,innovate and assist a company in reaching thecorporate or unit strategyEmployee Engagement§  Leadership§  Organizational Structure§  Processes§  CultureDrivers
  • 19. culture matrix19Why?
  • 20. engaged employees – what for?20+19,2% vs. -32,7%2,69 vs. 6,19 and 13,4bn UK Pound70% vs. 17%87% (sic!)78% vs. 13%
  • 21. Country comparison - one third of allemployees are engaged213638412940303045114340183433440 10 20 30 40 50AustraliaBrazilCanadaChinaDenmarkFranceGermanyIndiaJapanNew ZealandNorwaySouth KoreaSwedenUKUS
  • 22. 22culture drives employee engagement !
  • 23. it‘s not „or“ – it‘s „and“23$ 350.000.000.000committed people
  • 24. but it‘s not falling from the sky24
  • 25. culture matrix25Why? How?
  • 26. bound to clear strategy26The challenge forbusinesses is to createorganizations whereemployees are alignedand engaged to a clearlyarticulated strategy.
  • 27. quantitative versus qualitative27§  Only way to accurate informationabout employee engagement isto measure it.§  The most accurate way to achievethis is through a quantitativesurvey.§  Surveys need to be tailored toyour organization, your strategy,your values and your language§  „Numbers don‘t tell you the fullstory“§  Survey do not elaborate on theroot causes of disengagement. –Solution arise from boardroomsand subsequently fail to re-engage employeessurvey interviewVS
  • 28. selection of drivers of employee engagement28commitment to core values – does your company care for values?my opinion counts – do you ask your employees?clear understanding of expectations – do you have clear processes?senior leaders value employees – do you appreciate your employees work?personal work is linked to personal plans – do you enforce career plans?clear understanding of organizations mission – is your mission transparent?clear career opportunities at my organization – is there are possibility?my organization promotes health and well-being – do you care?my organization invests in learning and development – what do you do?
  • 29. culture matrix29Why? How?When?
  • 30. it‘s never too late to do the right thing30„Its  never  too  late  to  be  who  you  might  have  been.“– George Elliot„Man  darf  niemals  zu  spät  sagen.  Auch  in  der  PoliCk  ist  es  niemals  zu  spät.   Es   ist   immer   Zeit   für   einen  neuen  Anfang.“– Konrad Adenauer
  • 31. culture matrix31Why? How?When? Who?
  • 32. more than 80% of engagement drivers are inthe management of your company32493318my managercommunicationrecognitionteamworkautonomyfairnessdirectionsenior leadershipprocessesstrategybasic needs
  • 33. 33leading by example is a must forentrepreneurs !
  • 34. 34what does PAYMILL do ?
  • 35. how PAYMILL solves this issue35
  • 36. Danke@mrkhnkl    @paymill