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Agile Mumbai 2019 Conference | Culture & You | Harihara Ganesh Dharmarajan


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Session Title : Culture & You

Session Overview : Culture is a soft concept and like strategy it cannot be copied. Is there a way to measure culture? If not, then how do we say whether particular culture is good or bad? As an individual how often do we change our behavior to adapt to a new situation? If changing one's behavior is tough, then how difficult is to change behavior of big Organization?

Organization's culture is the sum of belief and behaviors of all employees. It is built on values and drives Organizational effectiveness through Competitive advantage. The visible part of cultural iceberg drives us to think what we see and believe in our Organization constitutes the culture. There is also big portion of cultural iceberg that is not visible to the employees that drives the hard reality.

Come join me to visualize and understand a world of culture delivered to you in a capsule. You would not only multiply your knowledge but will go home with resonating thoughts.

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Agile Mumbai 2019 Conference | Culture & You | Harihara Ganesh Dharmarajan

  1. 1. Harihara Ganesh D Program Manager & Agile Leader
  2. 2. Value Proposition Explore Cultural Iceberg Interlocking elements of culture Culture and its Dimensions Transforming Culture Powered by punch line
  3. 3. The Objective : Knowledge Sharing Your Knowledge My Knowledge Our Knowledge
  4. 4. Why Culture? ❑ 2014 Korn Ferry survey conducted among 500 Executives❑ Strategy& Global Culture and Change Management Survey 2013:❑ HBR survey 2010: Research team interviewed senior executives at 98 of the largest India-based companies. The result of the survey was astonishing that Indian leaders invest in people and prioritized culture in Top 4 responsibilities Not important 0%Somewhat important 0% Important 28% Extremely important 72% Culture & Organizational performance Not important , 18 Somewhat important , 19 Important, 26 Extremely important, 37 Culture & Organizational Transformation 84% 60% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Organization’s culture is critical to business success Culture is more important than strategy or operating model Culture in Enabling Change 1. Chief input for business strategy 2. Keeper of organizational culture 3. Guide, teacher, or role model for employees 4. Representative of owner and investor interests
  5. 5. All about Organizational Culture The set of shared values and norms that controls organizational members’ interactions with each other and with people outside the organization Organization B’s Culture influences Organization A’s Culture
  6. 6. Cultural Iceberg Ref: VisionStrategy Shared Values Goals policies Structure Visible Organization Culture The way we say we get things done The way we really get things done Perception Values Unwritten Rules Stories NormsFeeling Invisible Organization Culture Explore Cultural Iceberg
  7. 7. Interlocking Elements of Culture Goals Roles Process/ Practice Values Communica tion Attitude Assumptions Cultural Iceberg (cont..) That’s not my problem I’m frustrated We are cool No balance of any kind Regardless , nothing changes here Deadline is approaching Invisible Organization Culture Ref: Explore Cultural Iceberg Understanding the complete iceberg helps Leaders to make decisions
  8. 8. Interlocking Elements of Culture Interlocking Elements of Culture Goals Roles Process/Pract ice Values Communicati on Attitude Assumptions Interlocking elements of culture
  9. 9. Dimensions of Nation’s Culture The Hofstede model of national culture consists of six dimensions Power distance: India: 5.47 (rank 16) Morocco : 5.80 (highest score) Uncertainty avoidance: India: 4.15 (rank 29) Switzerland: 5.37 (highest score) Gender egalitarianism: India: 2.90 (rank 55) Hungary: 4.08 (highest score) Institutional collectivism: India : 4.38 (rank 25) Sweden: 5.22 (highest score) In-group collectivism: India: 5.92 (rank 4) Philippines: 6.36 (highest score) Masculinity Vs Femininity Power Distance Index Individualism Vs Collectivism Uncertainty Avoidance Index Long term vs Shor term Orientation Indulgence Vs Restraint • Source: Chhokar, J., Brodbeck, F., & House, R (Eds) .(2007). Culture and leadership across the world. The GLOBE book of in-depth studies of 25 societies. Lawrence Erlbaum Associates. Mahwah, New Jersey. ❖"Global Leadership and Organizational Behavior Effectiveness" (GLOBE) Research Program was conceived in 1991 by Robert J. House of the Wharton School of Business Culture and its Dimensions
  10. 10. 11 Corporate Culture Dimensions Strategy & Vision • Vision & Mission & Core Values • Leadership Team / Business Unit functions • Care for the society • How Ethical the Org is • Talent Pool Engagement & Trust • Executive Mgmt. Transparency & Communication • My Immediate manager’s actions • Team member’s accountability • Team empowerment Collaboration • Meeting Engagements • Hackathons and other Organization events • How easy is to get my work done Tools & Process • Efficiency • Effectiveness Rewards & Recognition • Pay/ Compensation • # Awards Growth & Development • # Training Attended/Self Learning • Regular 1:1 with manager, skip level meetings • Love what you do • Skill and work gap • Visibility on Career path • Work Life balance Culture and its Dimensions
  11. 11. 12 Reality Oriented Possibility Oriented Company Oriented People Oriented Schneider Culture Model – What do we do to be successful ? Courtesy: Agilitrix 2011
  12. 12. Culture Journey so far… Explore Cultural Iceberg Interlocking elements of culture Culture and its Dimensions Transforming Culture
  13. 13. Transforming Culture - Alignment ORGANIZATIONAL CULTURE EATS STRATEGY FOR BREAKFAST, LUNCH AND DINNER Vision Strategy Talent Vision Strategy Talent Culture GROWTH • Preserve those aspects of the culture that made a company strong • And at the same time to alter any habits that are impeding strategic change Culture Transforming Culture Don’t let culture eat strategy for breakfast. Have them feed each other ☺
  14. 14. Transforming Culture - Create a Movement not a Mandate Movement researchEmotion MovementBrewing Discontent Transforming Culture The movement engages the employees and is more actionable. Movements give everyone in the company a sense of direction and align them with the company goals.
  15. 15. Transforming Culture: Hire for Culture first Skill Next Value based hiring process Group Interview Scenario based questionsRole Play Transforming Culture Don’t just ask candidates to tell you how they espouse your company’s values; let them show you
  16. 16. Actively Disengaged Not Engaged Not Engaged Types: Transforming Culture: Focus on Employee Engagement ❑ Research study at Aon-Hewitt 2010: Alignment of day-to-day work drives employee engagement. Organizations with high levels of engagement outperformed the total stock market index and posted total shareholder returns 22% higher than average Transforming Culture ❑ Gallup Survey 87% of employees worldwide are not engaged at work
  17. 17. Next few slides are based on the research (WIP) and audience is requested not to take photographs of the slides
  18. 18. 20 Consistently green over the past five quarters, congrats!! Scope Schedule Budget Introducing Team “The Consistent” Vwork –Winning Team’s Framework
  19. 19. 21 Delivery Meeting Engagement Appreciation/ Recognize each other Team Stability Workload Love what I do ? Time for Innovation ? Winning Team Index Evaluating Team “The Consistent” using Vwork Vwork –Winning Team’s Framework
  20. 20. 22 Vwork –Winning Team’s Framework ‘If an Organization works towards the welfare of it’s employees, the employees will have a growth mindset ‘
  21. 21. Finally Culture is..
  22. 22. Reference • • • mandate?referral=03759&cm_vc=rr_item_page.bottom • culture.html • • • lunch/#14c344357e0f • movement/#2c2967b94e0c • • • moves/articleshow/63932380.cms
  23. 23. Reference (contd..) • • make/#78180c1f9de3 • • • • • • • •
  24. 24. Back-up
  25. 25. Change Models THE BIG OPPORTUNITY Kotter Change Model 1.CREATE A Sense of Urgency 2. BUILD Guiding Coalition 3.FORM Strategic Vision & Initiative 4.ENLIST Volunteer Army 5.ENABLE Action by Removing Barriers 6.GENERATE Short Term Wins 7. SUSTAIN Acceleration 8.INSTITUTE Change Vision Consensus Skill Set Resources/ Incentives Action Plan Vision Consensus Skill Set Resources/ Incentives Action Plan Lippitt knoster Model
  26. 26. Resistance to Change • Procrastinating or dragging one’s feet • Standing by and allowing change to fail • Feigning ignorance • Withholding information, suggestions, help, or support • Agreeing verbally but not following through (“malicious compliance”) Passive Signs of Resistance • Finding Faults • Using Facts Selectively • Manipulating & Spreading Rumours • Being Critical • Distorting Facts Active Signs of resistance
  27. 27. MANAGING RESISTANCE • A “Situational” Approach • The Resistance Cycle, aka “Let Nature Take Its Course” • “Creative Counters” to Expressions of Resistance: • Thought Self-Leadership • Tinkering, Kludging, and Pacing • The “Power of Resistance”
  28. 28. • Diffuses dissatisfaction with the status quo •Creates broad sense of thinking Emotion •That challenges the current status quo that the current institutions and power structures of will not address the problem Brewing Discontent •New voice arises that provides a positive vision •New voice that provides a path forward that’s within the power of the crowd. Movement
  29. 29. Transforming Culture - Organization tool for mindset change LEADERSHIP TOOLS Story telling Persuasion Role Modeling MANAGEMENT TOOLS POWER TOOLS Vision Coercion Threats Punishments Inspiration Information Intimidation Strategic Planning, Decision Making, Learning Hiring, Firing, Training, Promotion, Control Systems, Role Definition , Incentives Ref: How do you change Organization culture by Steve Denning Conversations Transforming Culture