Building a Superior Culture
•Download as PPTX, PDF•
0 likes•402 views
This document discusses organizational culture and its importance. It defines business culture as the set of routines and practices for getting work done, and emotional culture as the shared affective values, norms, and assumptions that govern workplace emotions. Culture is shaped by both business processes like project management and strategic planning, as well as emotional elements like trust, communication, and leadership development. An organization can measure its culture through metrics like employee engagement, customer satisfaction, quality, and speed of trust. The document suggests that intentionally shaping both business and emotional cultures is key to an organization's current and future success.
Recommended
More Related Content
What's hot
What's hot (19)
Similar to Building a Superior Culture
Similar to Building a Superior Culture (20)
Recently uploaded
Recently uploaded (20)
Building a Superior Culture
- 1. 1 Kevin B. Dull, SVP – CHPO July 8, 2016 Organizational Culture “A superior culture can be built by perfectly normal people who closely collaborate and identify with each other.” Freek Vermeulen “Companies should be as intentional about culture as they are about strategy and business model innovation.” Alexander Osterwalder
- 2. Cultural Axes Business Culture: Set of Routines and practices for getting things done.
- 3. Cultural Axes Emotional Culture: the shared affective values, norms, artifacts, and assumptions that govern which emotions people have at work and which ones they are better of suppressing. 3
- 5. Culture Enablers 5 Business Culture: Service Excellence: (Rounding, AIDET, LEARN, Thank You Notes, High Middle Low, Conversations, Leadership Evaluation Manager) Project management Strategic and Tactical Planning Process Goal Setting Measurement Select Best Leaders Budgeting LowExecutionHigh Low Trust High
- 6. Emotional Culture: Speed of Trust, Crucial Conversations, Inside Out Coaching, Employee Engagement Program, Leadership Development Program, Change Management, Select Leaders with High Emotional Quotient and Values Alignment, Internal Communication Plan Culture Enablers
- 7. Measurement Business Culture: Set of Routines and practices for getting things done. Emotional Culture: the shared affective values, norms, artifacts, and assumptions that govern which emotions people have at work and which ones they are better or suppressing.
- 8. How Measured? Employee and Provider Engagement Patient/Customer Satisfaction Quality Affordability Speed of Trust 360 Survey Measurement
- 9. Current and Future State
- 10. 10 Current and Future State?
- 11. 11 Freek Vermeulen, https://hbr.org/2016/06/stop-comparing-management-to- sports Sigal Barsade, Olivia A. O’Neill, https://hbr.org/2016/01/manage-your- emotional-culture An Everyone Culture: Becoming a Deliberately Developmental Organization, Mar 22, 2016 by Robert Kegan and Lisa Laskow Lahey Jim Collins, Good to Great: Why Some Companies Make the Leap...And Others Don't, October 16, 2001 The SPEED of TRUST: The One Thing That Changes Everything, Feb 5, 2008, by Stephen M .R. Covey and Stephen R. Covey Culture Is Not the Culprit, by: Jay W. Lorsch and Emily McTague, April 2016 Issue, Harvard Business Review. https://hbr.org/2016/04/culture-is-not-the-culprit Alexander Osterwalder, Don’t Let your company’s culture just happen. https://hbr.org/2016/07/dont-let-your-company-culture-just-happen
Editor's Notes
- “cultural change is what you get after you’ve put new processes or structures in place to tackle tough business challenges like reworking an outdated strategy or business model. The culture evolves as you do that important work”
- This is where you have the ability to influence the outcomes and behaviors you’ve identified. The enablers and blockers are the formal and informal levers that leaders, teams, and individuals can intentionally pull to drive a company’s culture. you’ll want to break down the enablers into day-to-day activities and experiments. This will allow you to gather evidence as to whether you have the appropriate enablers in place to encourage positive behaviors and outcomes.
- Through measurement we should be able to determine which of our 400+ teams are allowing us to achieve our BHAG’s. And for those that are not, we should ask: what structural, work process flow and relational attributes need to be attended to.