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(www.torbenrick.eu) - Organisational culture eats strategy for breakfast, lunch and dinner. How to cultivate organisational culture?

(www.torbenrick.eu) - Organisational culture eats strategy for breakfast, lunch and dinner. How to cultivate organisational culture?

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  • Full Name Full Name Comment goes here.
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  • Very nice!Looking forward for an Idea about Culture, Management and Performance insights in a School Organization. Good job, Rick!
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  • Great work! Look forward to your further thoughts on how to measure culture change in non-financial but measurable terms. Thanks Rick!
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  • Fantastic. This is where most organizations fall down. Must read for anyone interested in organizational design. Thank you!
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  • Excelent
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Organisational culture eats strategy for breakfast, lunch and dinner Presentation Transcript

  • 1. Culture eats strategy for breakfast, lunch and dinner Top 8+ How to cultivate organisational culture
  • 2. Anyone can copy your strategy, but nobody can copy your culture • The most important thing about organizational culture is that it’s the only sustainable point of difference for any organisation • Anyone can copy your strategy, but nobody can copy your culture. Culture trumps strategy every time • Culture and strategy go hand in hand. You need to define your strategy and ensure your culture supports it • There’s no doubt about it - building organisational alignment is a big challenge. Creating the right organisational alignment is not something that happens by chance and often a great deal of effort and thought goes into the process 11 November 2013 www.torbenrick.eu 2
  • 3. Organisational alignment is the glue for achieving better performance • One of the key determinants of successful strategy implementation is organisational alignment 11 November 2013 www.torbenrick.eu 3
  • 4. Building organisational alignment is a big challenge • There’s no doubt about it - building organisational challenge alignment is a big • Creating the right organisational alignment is not something that happens by chance and often a great deal of effort and thought goes into the process How to cultivate organisational culture? 11 November 2013 www.torbenrick.eu 4
  • 5. # 1 - Having a purpose beyond profit 11 November 2013 www.torbenrick.eu 5
  • 6. Having a purpose beyond profit • This may come as a shock but most employees do not leap out of bed in the morning excited by the prospect of making more profit for their organization that day. Profit may motivate senior executives but it rarely does so for the front-line unless they are shareholders too • Connecting people to a purpose feel good about your company is an important way of helping them • Why? because there is a very high correlation between the way your employees feel about the company and the way your customers do 11 November 2013 www.torbenrick.eu 6
  • 7. #2 - Create a shared vision and common direction 11 November 2013 www.torbenrick.eu 7
  • 8. Create a shared vision and common direction - Communicate vision, mission, strategy, values Boarding card: Communicate vision, mission, strategy and values 11 November 2013 www.torbenrick.eu 8
  • 9. Driving license ………. for the road ahead Communicate vision, mission, strategy and values 11 November 2013 www.torbenrick.eu 9
  • 10. Declare values • These are the guiding principles for how you expect your team to behave internally and externally. Values can be made to work when they are a genuine part of a company’s culture. • Put them on paper, on the bulletin boards, and in every speech or talk you make. Company values can be made to work when they are a genuine part of a company’s culture. 11 November 2013 www.torbenrick.eu 10
  • 11. #3 - Visualize the “journey” 11 November 2013 www.torbenrick.eu 11
  • 12. Visualize the “journey” Visualize the “journey” and the goals Let’s follow the sunrise…on a balloon trip around the world 11 November 2013 www.torbenrick.eu 12
  • 13. Communicate targets in a simple way A surprisingly simple image can express more ideas than a thousand complex words "We are fighting for every burger …..……. “ Just one more EURO from each customers budget brings us …….. in revenue 11 November 2013 www.torbenrick.eu Customer satisfaction alone is no longer enough …… .... We need to surprise the customer And you are the PERSON who brings the customer to say "Wow!" 13
  • 14. #4 - Involve the whole organization 11 November 2013 www.torbenrick.eu 14
  • 15. Create a dialog - Involve the whole organisation • By organizing discussions throughout the organisation, spreads the company‘s common directions so that individuals and teams can accurately align their own activities with the company‘s new overall direction • Management is the message: Everything managers say – or don‘t say – delivers a message. Too many managers assume that communications is a staff function, something for human resources or public relations to take care of. In fact, communications must be a priority for every manager at every level of the company • Managers at all levels must learn to see things differently. They must put themselves in their employees’ shoes to understand how change looks from that perspective • Early, open-ended conversations often result in the most productive outcomes 11 November 2013 www.torbenrick.eu 15
  • 16. Involve the whole organization 11 November 2013 www.torbenrick.eu 16
  • 17. Involve the whole organization • Create an easily accessible and usable communication platform • „With new ideas, we remain on course for success “ 11 November 2013 www.torbenrick.eu 17
  • 18. #5 - Do something together 11 November 2013 www.torbenrick.eu 18
  • 19. Do something together • As the saying goes, work hard play hard. Try stepping outside of your usual group activities and tackling a goal together in uncharted territory. Step outside of your office walls and play a sport together, cook together, volunteer together- try something new! Cultivate corporate culture – Verdo Tele cooking together 11 November 2013 www.torbenrick.eu 19
  • 20. Blind Date”: Team building, creating an internal network etc. All change in organizations is challenging, but perhaps the most daunting is changing culture 11 November 2013 www.torbenrick.eu 20
  • 21. Talk-lunch • On a regular basis, have lunch or coffee with randomly chosen employees and really listen to their concerns and suggestions. 11 November 2013 www.torbenrick.eu 21
  • 22. #6 – Share numbers 11 November 2013 www.torbenrick.eu 22
  • 23. Share numbers • By sharing numbers with employees, you can increase employees’ sense of ownership • However, being open is not enough. You need to be sure your employees are trained to understand financial statements and have enough insight into their own jobs to know how to affect the numbers • Focus on additional metrics besides the financial ones. Employees who are not in the financial world will be able to relate better to the results and will feel more included in the process 11 November 2013 www.torbenrick.eu 23
  • 24. #7 - Create wins 11 November 2013 www.torbenrick.eu 24
  • 25. Create wins • If you want something to grow, pour champagne on it • Celebrate your successes and, indeed, just about everything you would like to see happen again • Little victories – the things that had worked, ways they had delighted their customers, problems they had turned into successes 11 November 2013 www.torbenrick.eu 25
  • 26. Create wins - celebrate milestones Change initiatives can be frustrating and take a long time. It is therefore critical to celebrate milestones once they have been reached. 11 November 2013 www.torbenrick.eu 26
  • 27. Create wins - celebrate milestones When it comes to organisational change – Pour champagne on it 11 November 2013 www.torbenrick.eu 27
  • 28. Create wins - celebrate milestones Verdo Tele celebrating 40% in market share When it comes to organisational change – Pour champagne on it 11 November 2013 www.torbenrick.eu 28
  • 29. “People’s Choice Awards” “People’s Choice Awards” – based on different categories covering all kinds of things the company would like to see 11 November 2013 www.torbenrick.eu 29
  • 30. #8 - Measure early and often 11 November 2013 www.torbenrick.eu 30
  • 31. Measure early and often • You change what your measure - Measure early and often C ustomerservice Aktivitäten aus C ustomercare GM YEND2005 Effekt Aktivität / Beschreibung Akt. Verantwortlich Realisierungs Zeitraum BM SAC Ziel Effekt 1. Gebühren 2005 Markus Burghard 01.01.2005 - 31.12.2005 2. Zusätzliche 12.200 Partnerkarten Markus Burghard 01.01.2005 - 31.12.2005 3. Budget Einsparung Markus Burghard 4. Gutschriften als Kontingentgutschriften 5. 160.000 E-Mail Adressen 6. 7. Konfektionierungskosten Simkarten Akt. Tarifwechsel 01.01. Markus Burghard Christian P./Hans T. - 31.12.2005 - 31.12.2005 01.01.2005 + 75.000 Realisierter Effekt Trend Effekt 3.287.164 1.261.900 1.261.900 01.01.2005 - 31.12.2005 462.658 330.026 01.01.2005 - 31.12.2005 300.000 67.613 Markus Burghard Aktivitäten aus Direkter Vertrieb 3.287.164 1.490.135 Markus Burghard Direkter Vertrieb 3.287.164 01.01.2005 - 31.12.2005 178.238 Markus Burghard Aktivität / Beschreibung + 01.04.2005 - 31.12.2005 Verantwortlich Realisierungs Zeitraum 01.01.2005 - 31.12.2005 + Markus Burghard 129.889 BM SAC 117.031 330.026 67.613 180.012 180.012 GM YEND2005 Effekt 165.436 Ziel 74.460 Effekt 165.436 Realisierter 74.460 Effekt Trend Effekt 8. Verbesserung Anschlußgebührenerlöse 1. 20.000 Online Rechnungen 272.771 75.423 272.771 9. Reduzierung 2. 400 Direktfreischaltungen GK Überzahlung 01.01. Markus Burghard Christian Pützhofen 01.01.2005 - 31.12.2005 - 31.12.2005 + + 48.817 163.500 9.631 153.245 9.631 153.245 10. My Talkline 3. Zusätzliche Partnerkarten Unicomdirekt Markus Burghard O. Schönfeld 01.01.2005 - 31.12.2005 31.12.2005 + 11.308 153.000 11.308 454.296 11.308 454.296 11. 4. 250 Datacards Vermarktung Portalgeräte Großfläche Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005 + +10.422 125.000 10.568 278.840 10.568 278.840 12. Vermarktung Online-Rechnung 5. Mehrwertdienste PCM Markus Burghard Hans Tromke 01.01.2005 - 31.12.2005 31.12.2005 + 7.500 72.600 7.340 13. Vermarktung Credit-Cards mit Navigation 6. 250 Mobile Navigation GK + 5.100 48.000 0 14. 7. + 3.646 35.000 104.329 104.329 700 Adressbuch Vermarktung Portalgeräte Unicomdirekt Ziel 0 Realisierter Trend Markus Burghard O. Schönfeld 01.01.2005 - 31.12.2005 31.12.2005 + 0 Aktivität / Beschreibung Akt. Verantwortlich Realisierungs Zeitraum BM SAC Effekt Effekt Effekt Multimediapakete Großfläche 8. + 2.025 30.000 48.644 48.644 150 Black Berry GK Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005 + 0 0 Verbesserung Anschlußgebührenerlöse 1. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 309.336 284.618 284.618 Erhöhung 9. + 20.000 1.047 1.047 1.300 Prepaidaktivierungen der Aktivierungen von SMS-/MMS-Kontingenten Markus Burghard Christian Pützhofen 01.01.2005 - 31.12.2005 31.12.2005 0 0 0 850.000 Ebill Kunden über alle Kanäle (93.000 eBusiness) 2. Carsten Mesecke-v. Rh. Jan-Dez 2005 306.900 704.194 704.194 Zubehör/ Hardware über Online-Shopmandanten 10. J. Nickelsen 31.12.2005 15.000 5.044 5.044 Verkauf von 15.000 Portalgeräten (2004: 10.000) 3. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 270.000 309.292 309.292 250 Datacards 11. Hans Trompke 31.12.2005 + 10.422 2.192 2.192 1,5 Mio. Euro Umsatz mit Zubehör + Handys ohne Vertrag 4. Carsten Mesecke-v. Rh. Jan-Dez 2005 225.000 207.659 207.659 Volumentarife 12. Christian Pützhofen 31.12.2005 + 10.000 66.585 66.585 650.000 E-Mail-Adressen von Kunden (300.000 eBusiness) 5. Carsten Mesecke-v. Rh. Jan-Dez 2005 185.000 149.873 149.873 SMS Projekte 13. J. Nickelsen 31.12.2005 5.000 6.638 6.638 GM YEND2005 Effekt 1800 Partnerkarten 6. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 180.000 182.700 182.700 Jüngere Zielgruppen ansprechen 14. Christian Pützhofen 31.12.2005 + 4.500 0 0 Ziel Realisierter Trend 55.000 eSelfService Transaktionen Aktivität / Beschreibung Carsten aus Customercare Jan-Dez 2005Realisierungs Zeitraum 7. Mesecke-v. Rh. Verantwortlich 165.000 254.504 254.504 Akt. BM SAC 6.128.933 5.480.881  Aktivitäten Multimediapakete Unicomdirekt 15. O. Schönfeld 31.12.2005 + 3.000 5.480.881 49.243 49.243 Effekt Effekt Effekt Reduzierung Überzahlung 8. Carsten Mesecke-v. Rh. Jan - Dez 2005 + 97.000 106.000 106.000 Auskunftsverpreisung bei Geschäftskunden 1. Henning van der Linde 01.01.2005-31.12.2005 + 800.000 724.947 724.947 16. 1500 Tarife ohne Handys 9. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 75.000 18.500 18.500 744 Free/Office-Tarife 2. Sven Sönksen 01.01.2005-31.12.2005 + 501.805 300.202 300.202 17. Einsparpotential Media-Agentur 10. Carsten Mesecke-v. Rh. Jul-Dez 2005 50.000 50.000 50.000 Einkaufsoptimierung GK 3. Sven Sönksen 01.01.2005-31.12.2005 + 500.000 712.000 712.000 18. 8000 Multimediapaket Aktivierungen 11. Carsten Jan-Dez 2005 + 39.600 43.906 43.906 SMS-Preisanpassung Alttarife (PK in Rahmenverträgen) Mesecke-v. Rh. 4. Henning van der Linde 01.01.2005-31.12.2005 + 430.000 434.383 434.383 19. 600 Datacards 12. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 25.012 6.156 6.156 6000 DataCards 5. Marco Heinitz 01.01.2005-31.12.2005 + 250.124 192.060 192.060 20. GM YEND2005 Effekt 1670 Aktivierungen von SMS-/MMS-Kontingenten 13. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 10.000 11.469 11.469 EK-Optimierung M2M-Karten 6. Henning van der Linde 01.03.2005-31.12.2005 + 63.988 63.988 63.988 2000 Neu-FS in margenstarken 50er und 100er-Tarifen 14. CarstenAktivitäten aus Direkter Vertrieb Jan-Dez 2005 + 9.000 183.887 183.887 Ziel Realisierter Trend 1.574.312 SAC  Mesecke-v. Rh. SMS Conversation 7. 01.01.2005-31.12.2005 1.574.312 + 50.000 505 505 Aktivität / Beschreibung Marco Heinitz Akt. Verantwortlich939.265 Realisierungs Zeitraum BM Effekt Effekt Effekt Verkauf von Nicht-Mobilfunk-Artikeln 15. Carsten Mesecke-v. Rh. Jan-Dez 2005 5.000 779 779 1500 Blackberry 8. Henning van der Linde 01.01.2005-31.12.2005 + 20.250 19.141 19.141 Prepaid Sonderunterstützung Nokia 1. Dirk Inselmann 31.12.2005 1.000.000 1.283.333 1.283.333 9. Nokia Jahresbonus 2. Dirk Inselmann 31.12.2005 150.000 0 0 1.951.848 2.513.537 2.513.537  Aktivitäten aus e-Business 10. Skontorückforderung 3. Dirk Inselmann 31.03.2005 135.486 109.088 109.088 11. Logistik- und Einkaufsoptimierungen 4. Dirk Inselmann 31.12.2005 100.000 222.580 222.580 12. Warenrisiko mindern zum 31.12.2005 5. Dirk Inselmann 31.12.2005 100.000 253.000 253.000 GM YEND2005 Effekt 13. Lagerumschlag - Optimierung 6. Dirk Inselmann 31.12.2005 100.000 0 0 14. Ziel Realisierter Trend Sondervertriebsaktivitäten(Wochenkampagnen) / Beschreibung Dirk Inselmann 7. 31.12.2005 Realisierungs Zeitraum 100.000 0 0 Aktivität Akt. Verantwortlich BM SAC Effekt Effekt Effekt 15. Siemens Jahresbonus 8. Dirk Inselmann 31.12.2005 50.000 49.768 49.768 Vermarktung VF-Live und T-Zone (Portalgeräte). 1. Stefan Vidos 01.01. - 31.12.2005 + 1.080.000 619.404 619.404 Distribution 9. Dirk Inselmann 31.12.2005 50.000 51.600 51.600 Verbesserung Anschlußgebührenerlöse 2. Christian Seidl 908.540 1.075.332 1.075.332 2.616.167  Aktivitäten aus GK PM 01.01. - 31.12.2005 2.447.227 + 2.447.227 Hersteller WKZ für CallCenter Verkaufsaktivitäten 10. Dirk Inselmann 31.12.2005 50.000 0 0 Reduzierung Überzahlung 3. Christian Seidl 01.01. - 31.12.2005 + 887.500 1.381.166 1.381.166 Jahresbonus Sony / Ericsson 11. Dirk Inselmann 31.12.2005 20.000 0 0 Intensive Vermarktung der Onlinerechnung (E-bill) 4. Stefan Vidos 01.01. - 31.12.2005 594.000 1.214.971 1.214.971 Handyversicherung 12. Dirk Inselmann 31.12.2005 10.000 4.000 4.000 744 Free- / Office-Tarife 5. Rolf Rhöse 01.01. - 31.12.2005 + 426.212 271.194 271.194 Jahresbonus Samsung 13. Dirk Inselmann 31.12.2005 10.000 0 0 4.400 Datacards 6. Rolf Rhöse 01.01. - 31.12.2005 + 183.424 151.388 151.388 Handyrecycling 14. Dirk Inselmann 31.06.2005 5.000 0 0 Multimediapaket Aktivierungen 7. Stefan Vidos 01.01. - 31.12.2005 + 180.000 295.899 295.899 15. 31.12.2005 1.250 BlackBerry 8. Rolf Rhöse 01.01. - 31.12.2005 + 16.875 17.634 17.634 15. 16. 17. 18. 19. 20. e-Business Aktivitäten aus e-Business Burghard Markus Christian Pützhofen 01.01.2005 - 31.12.2005 31.12.2005 + 244.243 75.423 98.214 98.214 7.340 GM 33.224 YEND2005 Effekt 33.224 0 G Produkt Management K Aktivitäten aus G PM K Hardware M anagement Aktivitäten aus HW M anagement Indirekter Vertrieb Aktivitäten aus Indirekter Vertrieb 9.  Aktivitäten aus HW Management 1.880.486 1.973.369 1.973.369 10. 11. 12. 13. 14. 15.  Aktivitäten aus Indirekter Vertrieb 4.276.551 … 11 November 2013 www.torbenrick.eu 31 5.026.989 5.026.989
  • 32. ....... and tell everyone about it ..... 11 November 2013 www.torbenrick.eu 32
  • 33. Let’s face it 11 November 2013 www.torbenrick.eu 33
  • 34. Let’s face it • Let’s face it – great corporate culture doesn’t just happen – you need to make it happen • All music is made from the same 12 notes. All culture is made from the same five components: behaviors, relationships, attitudes, values and environment. • It’s the way those notes or components are put together that makes things sing 11 November 2013 www.torbenrick.eu 34
  • 35. Good luck © Torben Rick http://www.torbenrick.eu Blog http://www.torbenrick.eu/blog/