Linking Financial Values And Cultural Values Four Groups

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The financial and cultural values of an organisation often appear to be two separate and distinct entities. However, simultaneously linking and managing them can have a major impact on the success of both strategy and its execution.

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Linking Financial Values And Cultural Values Four Groups

  1. 1. Values and Culture Linking Behaviour to Bottom Line Performance Linking Financial Values and Cultural Values The financial and cultural values of an organisation often appear to be two separate and distinct entities. However, simultaneously linking and managing them can have a major impact on the success of both strategy and its execu- tion. Background Table 1 - Comparing the Cultural Values of Two Airlines Airline 1 Airline 2 Typically, the financial values of an Dynamism Fast Moving organisation do not mirror the cultural Open Culture Inclusive Nature and behavioural values of the organisa- Innovation Innovation tion. Financial values are the aspects of Everyone makes a difference Everyone… works together financial performance that are meas- Opportunity Change is a constant ured, rewarded and recognised. Examples such as revenues, return on The point of this comparison is to say Why Link Financial and Cultural equity, profit margins and share valua- that often, financial and cultural values Values? tions are all included in here. Internal are defined and managed by entirely examples include the setting of targets separate and distinct tools and process- If the management of financial and cul- and milestones, while the market may es1. tural values is typically defined as two define price levels or influence market distinct and separately owned process- share and investors seek dividends or The following example seeks to con- es, why would one seek to link them? increases in the share price for exam- trast two airlines2. Table 1 shows a Ensuring the successful execution of ple. near perfect match between cultural strategy demands that financial and values, as taken from their respective cultural values are aligned and linked. Contrast the financial values with the websites. Yet, despite the similarity, Writing in the Harvard Business cultural values that firms often use in Brand 1 is a low cost, short haul, budg- Review3, Kaplan and Norton write of the form of mission statements, et airline whilst Brand 2 flies long haul the Office of Strategy Management and desired behaviours and emotional and emphasises their luxurious cus- that its responsibilities should include; commitment. Such cultural values are tomer experience. Comparing financial ‘communicating corporate strategy… highly likely to be defined internally values, differences are in margins, the executing strategic initiatives to deliver (either deliberately or casually) and cost base, customer segmentation, dis- on the grand design and aligning take the form of training programs, tribution channels and levels of compe- employees' plans for competency grading systems or competencies for tition for example. development with strategic objectives’. instance. Ownership of such values may be with the board, HR, or it may lie with a combination of stakeholders.
  2. 2. Linking Financial Values and Cultural Values Moving from the Macro to the Micro By way of contrast, complementing a top-down perspective with a bottom- Table 2 - Comparing Financial and Cultural Values up view of the organisation opens up a Financial Values Cultural Values series of new possibilities, especially when looking at the organisation from Defined and owned by The board The board The finance function The HR function micro perspective and focussing on the Shareholders Other internal ‘coal face’. Not only does this get to the The market stakeholders point at which individuals determine Measured via Financial statements Surveys the link between finance and culture Behaviours and grading Sometimes can’t be for themselves but as a management measured interface, a new series of tools and Impact on the bottom Direct Indirect techniques can be deployed. Such tools line seek to simultaneously define, predict Summary Economics Emotions and align the financial and cultural val- Integration with other Balanced Scorecard Balanced Scorecard ues of individuals, teams and depart- indicators via Other dashboard type Other dashboard type ments. While this perspective demands tools tools a bottom-up approach, the ability to While table 2 shows the contrast the Balanced Scorecard or similar then link behaviour to the bottom line between financial and cultural values, approaches. While these do link finan- begins to fill the gaps left by alterna- the best place to link them is via the cial and cultural values (amongst oth- tive methods. various layers of management within ers), their focus is often on the macro the firm. Given different ownership and aspects of performance. By definition, Clearly, the key to solving this conun- the need to marry economics with they struggle to capture and analyse drum is to enable organisations to emotions, managers face a multitude the micro interactions between individ- develop a framework within which of options and decisions. uals, teams and mangers for example. they are able to reconcile and align the Understanding what each manager val- As a result, we feel that such an goals of financial performance and cul- ues and what they choose to focus on approach can highlight, in the words of tural identity. Rather than developing a is critical in combining these concepts. Robert Kaplan, ‘a chronic disconnect in grand plan or unified program in isola- Extending this line of thought, the organizations between strategy formu- tion, developing a complementary emphasis of the integration must shift lation and strategy execution’4. approach which also tackles these from the macro ideas above to the issues on the micro level is far more micro world of managers, team mem- Top-Down and Bottom-Up likely to result in a successful outcome. bers, single decisions and local prioriti- sation. With the need to link the financial and cultural values of the firm and the cur- The micro world of managers and their rent challenges in linking strategy and teams is the place where strategy execution, perhaps a new perspective meets execution. It is the point that may help? Many management initia- visions and plans become reality. This tives are lead via a top-down approach. boundary is very much the ‘coal face’ of This is in part to demonstrate ‘senior the organisation and represents the commitment’ and ‘sponsorship’ but place where the core activities of the equally, this then creates its own set of firm are transacted. problems, as highlighted by the think- ing around the Office of Strategy We said earlier that many firms employ Management.
  3. 3. Linking Financial Values and Cultural Values Footnotes and references 1. Balanced Scorecard and ‘dashboard’ tools do of course seek to collate numerous organisational variables, financial and cultural values being a part of this. This said, the utility of these tools will be examined in more depth later in the article. 2. The names of each airline were deliberately left out in order to make a more meaningful comparison and About Four Groups emphasise the different financial but near identical cultural values. If you Four Groups has developed a new would like to know which two airlines approach called 4G to understand have been used, please get in touch. behaviour, relationships and culture. 4G provides its users with insight into per- 3. Robert Kaplan and David Norton. The sonal characteristics, how relationships Office of Strategy Management. The develop within teams and groups and Harvard Business Review, October how culture can be best defined and 2005. managed. 4.Q&A with Robert Kaplan. The Office of 4G provides organisations with infor- Strategy Management. Harvard mation on how best to deploy and opti- Business School Working Knowledge, mise the performance of their people. March 2006. It also enables preventative measures to be taken which minimise the less productive aspects of interaction and group dynamics such as friction and misunderstanding between colleagues. 4G represents a systematic approach to managing previously intangible aspects of organisational life. The methodology is easily replicable and can be imple- mented quickly and efficiently. Four Groups Ltd 5 St. Johns Lane London EC1M 4BH, United Kingdom Tel: +44 (0) 20 7250 4779 Email: contact@fourgroups.com www.fourgroups.com © 2008 Four Groups Ltd, 5 St. Johns Lane London EC1M 4BH, United Kingdom. All rights reserved. No part of this document may be reproduced without Company Number: 4650494 express written permission from Four Groups Ltd. VAT Number: 817 7962 85 Registered in England and Wales

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