Submit Search
Upload
Culture mapping: Space and place
•
Download as PPTX, PDF
•
220 likes
•
98,832 views
Dave Gray
Follow
Culture mapping: Space and place
Read less
Read more
Leadership & Management
Business
Entertainment & Humor
Report
Share
Report
Share
1 of 117
Download now
Recommended
What's Next: Trends for 2020
What's Next: Trends for 2020
Ogilvy Consulting
Unlock Your Organization Through Digital Transformation
Unlock Your Organization Through Digital Transformation
Digital Surgeons
The 5 Habits of Breakthrough Innovators
The 5 Habits of Breakthrough Innovators
Amy Jo Kim
Design with IDEO: Designing Sustainable Human Centered Business Models
Design with IDEO: Designing Sustainable Human Centered Business Models
Pemo Theodore
What's the big ideaL?
What's the big ideaL?
ogilvywwplanning
UX Strategy Blueprint
UX Strategy Blueprint
Jim Kalbach
Bbdo big idea_today
Bbdo big idea_today
Leslie Turley
Design Thinking explained
Design Thinking explained
Twan van den Broek
Recommended
What's Next: Trends for 2020
What's Next: Trends for 2020
Ogilvy Consulting
Unlock Your Organization Through Digital Transformation
Unlock Your Organization Through Digital Transformation
Digital Surgeons
The 5 Habits of Breakthrough Innovators
The 5 Habits of Breakthrough Innovators
Amy Jo Kim
Design with IDEO: Designing Sustainable Human Centered Business Models
Design with IDEO: Designing Sustainable Human Centered Business Models
Pemo Theodore
What's the big ideaL?
What's the big ideaL?
ogilvywwplanning
UX Strategy Blueprint
UX Strategy Blueprint
Jim Kalbach
Bbdo big idea_today
Bbdo big idea_today
Leslie Turley
Design Thinking explained
Design Thinking explained
Twan van den Broek
The innovator’s dilemma,
The innovator’s dilemma,
Noorulhadi Qureshi
UX STRAT Europe 2021: Ashley Smith, Spotify
UX STRAT Europe 2021: Ashley Smith, Spotify
UX STRAT
Channel Planning for Integrated Marketing Success
Channel Planning for Integrated Marketing Success
lindsayferris
IBM Design - Delightful Experiences at Scale
IBM Design - Delightful Experiences at Scale
Pierre Henri Clouin
Vision to Business Model to Brand
Vision to Business Model to Brand
Patrick Van der Pijl
Kickstarting Design Thinking
Kickstarting Design Thinking
Erin 'Folletto' Casali
How Service Design Extends Other Disciplines
How Service Design Extends Other Disciplines
Richard Ekelman, SDMT
The ambidextrous organization - Leadership and the administration paradox of ...
The ambidextrous organization - Leadership and the administration paradox of ...
Cornelis de Kloet
Disruption® visma solutions_tbwa_kallekanerva
Disruption® visma solutions_tbwa_kallekanerva
io_Works
Influencing our New Reality
Influencing our New Reality
Ogilvy Consulting
Designing Controversies for the Public
Designing Controversies for the Public
INRIA - ENS Lyon
The essential elements of a digital transformation strategy
The essential elements of a digital transformation strategy
Marcel Santilli
Digital Transformation - Why? How? What?
Digital Transformation - Why? How? What?
Orkhan Gasimov
Culture
Culture
Reed Hastings
MB Design Systems slides.pdf
MB Design Systems slides.pdf
1508 A/S
DesignOps supports design teams (Interaction'23)
DesignOps supports design teams (Interaction'23)
Peter Boersma
UX STRAT USA 2021: Sönke Rohde, Salesforce
UX STRAT USA 2021: Sönke Rohde, Salesforce
UX STRAT
Systemic Design Toolkit - Systems Innovation Barcelona
Systemic Design Toolkit - Systems Innovation Barcelona
Peter Jones
Leading Digital Transformation, extract from book
Leading Digital Transformation, extract from book
Joakim Jansson
Ambidextrous organizations: from theory to practice
Ambidextrous organizations: from theory to practice
Tamam Guseinova
When service design meets the connected company
When service design meets the connected company
Dave Gray
Revolutionise your team through lean and agile thinking
Revolutionise your team through lean and agile thinking
Eduardo Nofuentes
More Related Content
What's hot
The innovator’s dilemma,
The innovator’s dilemma,
Noorulhadi Qureshi
UX STRAT Europe 2021: Ashley Smith, Spotify
UX STRAT Europe 2021: Ashley Smith, Spotify
UX STRAT
Channel Planning for Integrated Marketing Success
Channel Planning for Integrated Marketing Success
lindsayferris
IBM Design - Delightful Experiences at Scale
IBM Design - Delightful Experiences at Scale
Pierre Henri Clouin
Vision to Business Model to Brand
Vision to Business Model to Brand
Patrick Van der Pijl
Kickstarting Design Thinking
Kickstarting Design Thinking
Erin 'Folletto' Casali
How Service Design Extends Other Disciplines
How Service Design Extends Other Disciplines
Richard Ekelman, SDMT
The ambidextrous organization - Leadership and the administration paradox of ...
The ambidextrous organization - Leadership and the administration paradox of ...
Cornelis de Kloet
Disruption® visma solutions_tbwa_kallekanerva
Disruption® visma solutions_tbwa_kallekanerva
io_Works
Influencing our New Reality
Influencing our New Reality
Ogilvy Consulting
Designing Controversies for the Public
Designing Controversies for the Public
INRIA - ENS Lyon
The essential elements of a digital transformation strategy
The essential elements of a digital transformation strategy
Marcel Santilli
Digital Transformation - Why? How? What?
Digital Transformation - Why? How? What?
Orkhan Gasimov
Culture
Culture
Reed Hastings
MB Design Systems slides.pdf
MB Design Systems slides.pdf
1508 A/S
DesignOps supports design teams (Interaction'23)
DesignOps supports design teams (Interaction'23)
Peter Boersma
UX STRAT USA 2021: Sönke Rohde, Salesforce
UX STRAT USA 2021: Sönke Rohde, Salesforce
UX STRAT
Systemic Design Toolkit - Systems Innovation Barcelona
Systemic Design Toolkit - Systems Innovation Barcelona
Peter Jones
Leading Digital Transformation, extract from book
Leading Digital Transformation, extract from book
Joakim Jansson
Ambidextrous organizations: from theory to practice
Ambidextrous organizations: from theory to practice
Tamam Guseinova
What's hot
(20)
The innovator’s dilemma,
The innovator’s dilemma,
UX STRAT Europe 2021: Ashley Smith, Spotify
UX STRAT Europe 2021: Ashley Smith, Spotify
Channel Planning for Integrated Marketing Success
Channel Planning for Integrated Marketing Success
IBM Design - Delightful Experiences at Scale
IBM Design - Delightful Experiences at Scale
Vision to Business Model to Brand
Vision to Business Model to Brand
Kickstarting Design Thinking
Kickstarting Design Thinking
How Service Design Extends Other Disciplines
How Service Design Extends Other Disciplines
The ambidextrous organization - Leadership and the administration paradox of ...
The ambidextrous organization - Leadership and the administration paradox of ...
Disruption® visma solutions_tbwa_kallekanerva
Disruption® visma solutions_tbwa_kallekanerva
Influencing our New Reality
Influencing our New Reality
Designing Controversies for the Public
Designing Controversies for the Public
The essential elements of a digital transformation strategy
The essential elements of a digital transformation strategy
Digital Transformation - Why? How? What?
Digital Transformation - Why? How? What?
Culture
Culture
MB Design Systems slides.pdf
MB Design Systems slides.pdf
DesignOps supports design teams (Interaction'23)
DesignOps supports design teams (Interaction'23)
UX STRAT USA 2021: Sönke Rohde, Salesforce
UX STRAT USA 2021: Sönke Rohde, Salesforce
Systemic Design Toolkit - Systems Innovation Barcelona
Systemic Design Toolkit - Systems Innovation Barcelona
Leading Digital Transformation, extract from book
Leading Digital Transformation, extract from book
Ambidextrous organizations: from theory to practice
Ambidextrous organizations: from theory to practice
Similar to Culture mapping: Space and place
When service design meets the connected company
When service design meets the connected company
Dave Gray
Revolutionise your team through lean and agile thinking
Revolutionise your team through lean and agile thinking
Eduardo Nofuentes
Taking the Dark Arts Out of Hiring for Culture Fit
Taking the Dark Arts Out of Hiring for Culture Fit
RoundPegg
Lenka Bednarikova - Let the right one in...but how?
Lenka Bednarikova - Let the right one in...but how?
Scrum Australia Pty Ltd
Navigating the Employee Lifecycle: Designing Equitable Performance - How to C...
Navigating the Employee Lifecycle: Designing Equitable Performance - How to C...
Aggregage
The SOLIDitech Culture Code
The SOLIDitech Culture Code
SOLIDitech
Neron India Values Introduction
Neron India Values Introduction
Neron
Company Culture kick off meeting
Company Culture kick off meeting
Dan Chamberlain
Measuring & Evaluating Your DesignOps Practice
Measuring & Evaluating Your DesignOps Practice
Dave Malouf
Assessing Your Current DesignOps Practice: A Heuristic Model - Dave Malouf
Assessing Your Current DesignOps Practice: A Heuristic Model - Dave Malouf
Web à Québec
RedMartian Culture Code
RedMartian Culture Code
Roger Egan III
Ropella Leadership E Brochure
Ropella Leadership E Brochure
stults
Analysis Prioritisation Communication Day Three
Analysis Prioritisation Communication Day Three
Reuben Ray
IDM Assignment revision certificate Nov '11
IDM Assignment revision certificate Nov '11
Steve Kemish
Valuing Design & DesignOps Practices - Dave Malouf
Valuing Design & DesignOps Practices - Dave Malouf
DesignOps Global Conference
Valuing Design & DesignOps Practice
Valuing Design & DesignOps Practice
Dave Malouf
What needs to be true? Patterns of engineering agility
What needs to be true? Patterns of engineering agility
Andy Norton
ROI Online Culture Code | Version 2
ROI Online Culture Code | Version 2
ROI Online, An Internet Marketing Agency
SearchLeeds, Ian williams 'Making the difference: shortcuts to success with c...
SearchLeeds, Ian williams 'Making the difference: shortcuts to success with c...
Branded3
MrQ.com - Vision, Mission, Values
MrQ.com - Vision, Mission, Values
SavvasFellas1
Similar to Culture mapping: Space and place
(20)
When service design meets the connected company
When service design meets the connected company
Revolutionise your team through lean and agile thinking
Revolutionise your team through lean and agile thinking
Taking the Dark Arts Out of Hiring for Culture Fit
Taking the Dark Arts Out of Hiring for Culture Fit
Lenka Bednarikova - Let the right one in...but how?
Lenka Bednarikova - Let the right one in...but how?
Navigating the Employee Lifecycle: Designing Equitable Performance - How to C...
Navigating the Employee Lifecycle: Designing Equitable Performance - How to C...
The SOLIDitech Culture Code
The SOLIDitech Culture Code
Neron India Values Introduction
Neron India Values Introduction
Company Culture kick off meeting
Company Culture kick off meeting
Measuring & Evaluating Your DesignOps Practice
Measuring & Evaluating Your DesignOps Practice
Assessing Your Current DesignOps Practice: A Heuristic Model - Dave Malouf
Assessing Your Current DesignOps Practice: A Heuristic Model - Dave Malouf
RedMartian Culture Code
RedMartian Culture Code
Ropella Leadership E Brochure
Ropella Leadership E Brochure
Analysis Prioritisation Communication Day Three
Analysis Prioritisation Communication Day Three
IDM Assignment revision certificate Nov '11
IDM Assignment revision certificate Nov '11
Valuing Design & DesignOps Practices - Dave Malouf
Valuing Design & DesignOps Practices - Dave Malouf
Valuing Design & DesignOps Practice
Valuing Design & DesignOps Practice
What needs to be true? Patterns of engineering agility
What needs to be true? Patterns of engineering agility
ROI Online Culture Code | Version 2
ROI Online Culture Code | Version 2
SearchLeeds, Ian williams 'Making the difference: shortcuts to success with c...
SearchLeeds, Ian williams 'Making the difference: shortcuts to success with c...
MrQ.com - Vision, Mission, Values
MrQ.com - Vision, Mission, Values
More from Dave Gray
Berlin 2017 Podojo Talk
Berlin 2017 Podojo Talk
Dave Gray
The browser and the book
The browser and the book
Dave Gray
XPLANE is hiring!
XPLANE is hiring!
Dave Gray
Culture and change for thought summit 2015
Culture and change for thought summit 2015
Dave Gray
Change checklist
Change checklist
Dave Gray
Culture and change for intranet managers
Culture and change for intranet managers
Dave Gray
Squiggle birds
Squiggle birds
Dave Gray
Liminal thinking video
Liminal thinking video
Dave Gray
UX Framework
UX Framework
Dave Gray
The connected company
The connected company
Dave Gray
Free the facts
Free the facts
Dave Gray
The unbook
The unbook
Dave Gray
What is language?
What is language?
Dave Gray
Lenguaje visual
Lenguaje visual
Dave Gray
More from Dave Gray
(14)
Berlin 2017 Podojo Talk
Berlin 2017 Podojo Talk
The browser and the book
The browser and the book
XPLANE is hiring!
XPLANE is hiring!
Culture and change for thought summit 2015
Culture and change for thought summit 2015
Change checklist
Change checklist
Culture and change for intranet managers
Culture and change for intranet managers
Squiggle birds
Squiggle birds
Liminal thinking video
Liminal thinking video
UX Framework
UX Framework
The connected company
The connected company
Free the facts
Free the facts
The unbook
The unbook
What is language?
What is language?
Lenguaje visual
Lenguaje visual
Recently uploaded
Operations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdf
coolsnoopy1
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
CIToolkit
The Role of Histograms in Exploring Data Insights
The Role of Histograms in Exploring Data Insights
CIToolkit
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human Resources
Massimo Canducci
The Final Activity in Project Management
The Final Activity in Project Management
CIToolkit
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful Thinking
Giuseppe De Simone
Management 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic Management
shakkardaddy
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Conny Dethloff
The Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data Sets
CIToolkit
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
CIToolkit
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
shakkardaddy
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
CIToolkit
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptx
Madan Karki
Management 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing Teams
shakkardaddy
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
Business of Software Conference
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
CIToolkit
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-Making
CIToolkit
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
sivani14565220
Exploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram Analysis
CIToolkit
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem Resolution
CIToolkit
Recently uploaded
(20)
Operations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdf
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
The Role of Histograms in Exploring Data Insights
The Role of Histograms in Exploring Data Insights
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human Resources
The Final Activity in Project Management
The Final Activity in Project Management
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful Thinking
Management 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic Management
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
The Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data Sets
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptx
Management 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing Teams
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-Making
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
Exploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram Analysis
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem Resolution
Culture mapping: Space and place
1.
1
2.
2
3.
3
4.
4
5.
5
6.
6
7.
7
8.
8
9.
From McKinsey study,
published in Creative Destruction by Richard Foster and Sarah Kaplan 9
10.
IBM CEO survey
10
11.
11
12.
12
13.
13
14.
14
15.
15
16.
16
17.
17
18.
18
19.
19
20.
20
21.
21
22.
22
23.
23
24.
24
25.
25
26.
26
27.
27
28.
28
29.
29
30.
30
31.
31
32.
32
33.
33
34.
34
35.
35
36.
36
37.
37
38.
38
39.
39
40.
40
41.
41
42.
42
43.
43
44.
44
45.
45
46.
46
47.
47
48.
48
49.
49
50.
50
51.
51
52.
52
53.
53
54.
54
55.
55
56.
56
57.
57
58.
58
59.
59
60.
60
61.
61
62.
62
63.
Acted values - Values
that can be inferred from evidence and levers - Values that we demonstrate by our behavior Culture map for Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? - The spaces we work in Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - Design of the workspace and its rules Values Assumptions (Based on acted values) - Why do we believe these values will help us succeed? - Why do we believe these values give us competitive advantage in our marketplace? © 2013, Dave Gray. Liminl LLC Stated values - What we say we value - Public statements about values 63
64.
Acted values - Values
that can be inferred from evidence and levers - Values that we demonstrate by our behavior Culture map for Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? - The spaces we work in Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - Design of the workspace and its rules Values Assumptions (Based on acted values) - Why do we believe these values will help us succeed? - Why do we believe these values give us competitive advantage in our marketplace? © 2013, Dave Gray. Liminl LLC Stated values - What we say we value - Public statements about values Collaboration Fast, flexible decision making Flat, networked organization Passion for innovation We value diversity We value people Respect the individual 64
65.
Acted values - Values
that can be inferred from evidence and levers - Values that we demonstrate by our behavior Culture map for Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? - The spaces we work in Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - Design of the workspace and its rules Values Assumptions (Based on acted values) - Why do we believe these values will help us succeed? - Why do we believe these values give us competitive advantage in our marketplace? © 2013, Dave Gray. Liminl LLC Stated values - What we say we value - Public statements about values Passion for innovation 65
66.
Acted values - Values
that can be inferred from evidence and levers - Values that we demonstrate by our behavior Culture map for Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? - The spaces we work in Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - Design of the workspace and its rules Values Assumptions (Based on acted values) - Why do we believe these values will help us succeed? - Why do we believe these values give us competitive advantage in our marketplace? © 2013, Dave Gray. Liminl LLC Stated values - What we say we value - Public statements about values Collaboration Fast, flexible decision making Flat, networked organization Passion for innovation We value diversity We value people Respect the individual We innovate but don’t launch much 66
67.
Acted values - Values
that can be inferred from evidence and levers - Values that we demonstrate by our behavior Culture map for Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? - The spaces we work in Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - Design of the workspace and its rules Values Assumptions (Based on acted values) - Why do we believe these values will help us succeed? - Why do we believe these values give us competitive advantage in our marketplace? © 2013, Dave Gray. Liminl LLC Stated values - What we say we value - Public statements about values Collaboration Fast, flexible decision making Flat, networked organization Passion for innovation We value diversity We value people Respect the individual We innovate but don’t launch much Need layers of approvals to launch Many brakes, few accelerators 67
68.
Acted values - Values
that can be inferred from evidence and levers - Values that we demonstrate by our behavior Culture map for Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? - The spaces we work in Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - Design of the workspace and its rules Values Assumptions (Based on acted values) - Why do we believe these values will help us succeed? - Why do we believe these values give us competitive advantage in our marketplace? © 2013, Dave Gray. Liminl LLC Stated values - What we say we value - Public statements about values Collaboration Fast, flexible decision making Flat, networked organization Passion for innovation We value diversity We value people Respect the individual We innovate but don’t launch much Need layers of approvals to launch We fear and avoid risk Many brakes, few accelerators 68
69.
Acted values - Values
that can be inferred from evidence and levers - Values that we demonstrate by our behavior Culture map for Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? - The spaces we work in Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - Design of the workspace and its rules Values Assumptions (Based on acted values) - Why do we believe these values will help us succeed? - Why do we believe these values give us competitive advantage in our marketplace? © 2013, Dave Gray. Liminl LLC Stated values - What we say we value - Public statements about values Collaboration Fast, flexible decision making Flat, networked organization Passion for innovation We value diversity We value people Respect the individual We innovate but don’t launch much Need layers of approvals to launch We fear and avoid risk Most innovations fail Experiments are costly No action is better than wrong action Many brakes, few accelerators 69
70.
70
71.
71
72.
72
73.
73
74.
74
75.
75
76.
CYBEA Journal 76
77.
77
78.
78
79.
79
80.
80
81.
81
82.
82
83.
83
84.
84
85.
85
86.
86
87.
87
88.
88
89.
89
90.
90
91.
91
92.
92
93.
93
94.
94
95.
95
96.
96
97.
97
98.
98
99.
99
100.
100
101.
101
102.
102
103.
103
104.
104
105.
105
106.
106
107.
107
108.
108
109.
109
110.
110
111.
111
112.
112
113.
113
114.
Acted values - Values
that can be inferred from evidence and levers - Values that we demonstrate by our behavior Culture map for Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? - The spaces we work in Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - Design of the workspace and its rules Values Assumptions (Based on acted values) - Why do we believe these values will help us succeed? - Why do we believe these values give us competitive advantage in our marketplace? © 2013, Dave Gray. Liminl LLC Stated values - What we say we value - Public statements about values 114
115.
115
116.
116
117.
117
Download now