Developing a Culture toDrive Performance Chris Murumets CEO LOGiQ3 Corp.
My Goal Today  1. Make clear my opinions on culture and how that     ties to performance – people and organizational  2. T...
I am Not    An HR expert    An organizational design expert    A person who has dedicated his life to the    pursuit of hu...
What I Will Do    Tell a story about how I helped build a company    in extremely difficult economic times, in a specific ...
How I Will Wrap Up    List very specific steps we took, and in my opinion,    every organization should take, to build a  ...
Reality of today    We are a knowledge-based society / industry.            It’s all about people!    It is difficult to r...
The Problem –The “soul-less” organization  Historically, the majority of organizations lacked a  corporate soul.   People ...
The Holstee Manifesto                        8
G Adventures- Core Values                9
HP 2012 Slogan…                  10
THE JOURNEY / QUEST /PILGRIMAGE …             11
The LOGiQ3 Journey   First came “Freedom to Think”          The dream of taking operational risk from          others and ...
When culture became king - Delivering Happiness                 The CEO and Founder, Tony                 Hsieh, claimed t...
The Zappos Way – not exactly forinsurance, but a start                     14
Zappos quirky                15
Delivering Happiness – Key Quotes    The hardest thing to do is build trust, but if the trust    exists, you can accomplis...
Fast Company September 2010 –The Introduction to Maxims                   Nine years ago, he recalls, "Phil wanted us to  ...
Design Thinking                  “A discipline that uses the                  designer’s sensibility and                  ...
The Design of Business – Key Quotes    The traditional structure, functional:           “People define their work as “my r...
Mojo, Maslow and a certain Joie deVivre                                 Self                             Actualization    ...
Relationship Truth 1 :The Employee Pyramid                Meaning            (Transformation)    Creates Inspiration      ...
Relationship Truth 2 :The Customer Pyramid                 Meets             Unrecognized           Creates               ...
Relationship Truth 3 :The Investor Pyramid                    Legacy               (Transformation)    Creates Pride of Ow...
The final transformational pyramid forJoie de vivre                       24
Peak – Key Quotes   The biggest differentiator between an average   company and a great company is the motivation   of the...
In Pursuit of Elegance – Why the BestIdeas Have Something Missing                            The “eureka” moment: While   ...
DOES IT WORK? DOES IT MATTER?             27
The Result    Zappos          Zappos went from 0 to a $1.2 billion dollar          valuation and sale to Amazon.com, in 10...
The Result - Nike                    29
Can’t talk Design and not mentionApple    THE design focused company    Apple stock (Jobs Returns in 1997)          April ...
WHAT DOES IT MEAN TOLOGIQ3? …. HOW DID WEPROCEED…            31
Simplify, simplify, simplify We needed to simplify our purpose. Not a vision or mission, but why do we show up every morni...
LOGiQ3 Maxims                         As we  Our Quirky          matured, we    Guiding              added   Principles   ...
The Inspiration Wall                            This process                            got everyone                      ...
Find a Culture Champion -introducing…. Carmela Tedesco                    35
ORGANIZATIONAL DESIGN            36
A Traditional Org Chart                      37
The LOGiQ3 Work Flow                       38
WHAT ELSE?             39
Challenges along the way   Passion vs. emotion   Assuming it all made sense to everyone (silence is   rarely acceptance)  ...
Kudos – the small things                      41
The Culture book                   42
The Great Workplace Model                   43
Culture Teams (for broad participation)   1.   Talent Scout   2.   Learning   3.   Health & Wellness   4.   New Employee M...
The Culture Index    We will measure culture on a regular basis.    Eventually we will expand to include other    dimensio...
NOW WHAT?            46
Connect the dots, your way!    There is a lot of activity out there in this space         Find what you like, what makes s...
Do this…  1. Create very simple, personal goals. This starts to     connect the people. Small bite size steps is     criti...
REFERENCE MATERIAL            49
If you’re interested in the subject:    Books         The Design of Business – Why design thinking is the next         com...
If you’re interested in the subject(cont’d):    Magazines / Sites         Fast Company – fastcompany.com                 C...
If you’re interested in the subject(cont’d):    Twitter          Fast Company – @fastcompany                  Co.Design – ...
Thank You  Chris Murumets, CEO, LOGiQ3  Email:          chris.murumets@logiq3.com  LinkedIn:       Chris Murumets  Twitter...
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  • Developing a Culture to Drive Performance

    1. 1. Developing a Culture toDrive Performance Chris Murumets CEO LOGiQ3 Corp.
    2. 2. My Goal Today 1. Make clear my opinions on culture and how that ties to performance – people and organizational 2. Tell the LOGiQ3 culture story 3. Provide specific steps you can take if you want to hop on a similar path. 4. Share some of our reference material and information sources. 2
    3. 3. I am Not An HR expert An organizational design expert A person who has dedicated his life to the pursuit of human behaviour and psychology An Actuary An Underwriter 3
    4. 4. What I Will Do Tell a story about how I helped build a company in extremely difficult economic times, in a specific industry that didn’t exist before and while keeping a lot of very talented people engaged Explain how we have created a passion about the organization (and why that can be good and bad) Describe how this has allowed us to be one of Canada’s fastest growing companies for the past 4 years 4
    5. 5. How I Will Wrap Up List very specific steps we took, and in my opinion, every organization should take, to build a performance-driven culture 5
    6. 6. Reality of today We are a knowledge-based society / industry. It’s all about people! It is difficult to retain quality people People turnover is expensive As an organization, you MUST differentiate in non- traditional ways “Job for life” is long gone Everyone has a voice, and a large audience. 6
    7. 7. The Problem –The “soul-less” organization Historically, the majority of organizations lacked a corporate soul. People want to connect to people, not a company. It’s personal. If a company is a product of its people, it must have a soul, a personality, a belief system. Companies, big and small, are striving to make that personal connection 7
    8. 8. The Holstee Manifesto 8
    9. 9. G Adventures- Core Values 9
    10. 10. HP 2012 Slogan… 10
    11. 11. THE JOURNEY / QUEST /PILGRIMAGE … 11
    12. 12. The LOGiQ3 Journey First came “Freedom to Think” The dream of taking operational risk from others and building a cool business around it Next came LOGiQ3 Then we had to figure out how to make money … which quickly got back to people 12
    13. 13. When culture became king - Delivering Happiness The CEO and Founder, Tony Hsieh, claimed that a focus on people and culture can create value and a fantastic business. This brought a very real culture conversation to LOGiQ3. 13
    14. 14. The Zappos Way – not exactly forinsurance, but a start 14
    15. 15. Zappos quirky 15
    16. 16. Delivering Happiness – Key Quotes The hardest thing to do is build trust, but if the trust exists, you can accomplish so much more. The best team members have a positive influence on one another and everyone they encounter. They strive to eliminate cynicism and negative interactions. The Zappos communication policy “Be Real and use your best judgment.” A quote from Bertice Berry “When you walk with purpose, you collide with Destiny” 16
    17. 17. Fast Company September 2010 –The Introduction to Maxims Nine years ago, he recalls, "Phil wanted us to work on a new mission statement." The previous one -- "To be the No. 1 sports-and- fitness company in the world" -- was old news. Parkers choice: "To bring inno-vation and inspiration to every athlete in the world. (And if you have a body, youre an athlete.)" He also put together nine maxims, quirky guiding principles for Nike. The one he thinks about most is No. 6, "Be a sponge. Curiosity is life. Assumption is death. Look around." Its a nod to his grandmother Helen Parker, who spent hour upon hour with her quiet grandson, walking in the woods, sharing her observations about the world. "She was engaged and learning new things until she passed," Parker says. "That was always her advice to me. And it really worked.” 17
    18. 18. Design Thinking “A discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunities” – Tim Brown, IDEO 18
    19. 19. The Design of Business – Key Quotes The traditional structure, functional: “People define their work as “my responsibilities”, not “our responsibilities”. Alternative structure – project-based: “Flow to the work” “But the solution is expected to come from the team, not the quarterback” “Rewards accrue not to those who run big businesses or large staff but to those who solve wicked problems – those with no fixed definition or solution.” “A tough design challenge could be one of the best retention tools a company has today for its best innovators.” 19
    20. 20. Mojo, Maslow and a certain Joie deVivre Self Actualization Esteem Social/Belonging Safety Physiological 20
    21. 21. Relationship Truth 1 :The Employee Pyramid Meaning (Transformation) Creates Inspiration Recognition (Success) Creates Loyalty Creates Base Money (Survival) Motivation 21
    22. 22. Relationship Truth 2 :The Customer Pyramid Meets Unrecognized Creates Needs (Transformation) Evangelism Meets Desires Creates (Success) Commitment Meets Expectations Creates (Survival) Satisfaction 22
    23. 23. Relationship Truth 3 :The Investor Pyramid Legacy (Transformation) Creates Pride of Ownership Relationship Creates Confidence Alignment (Success) Creates Trust Transaction Alignment (Survival) 23
    24. 24. The final transformational pyramid forJoie de vivre 24
    25. 25. Peak – Key Quotes The biggest differentiator between an average company and a great company is the motivation of the people within the company. Gulati and Kletter conclude that it is just as important for a company to manage, monitor, and measure their relationship capital as it is to do the same with their financial capital 25
    26. 26. In Pursuit of Elegance – Why the BestIdeas Have Something Missing The “eureka” moment: While no one yet knows what exactly that process is, what is important to know is that putting pressure on ourselves to speed up or artificially influence our brains to work harder, or more intensely, or more quickly, only slows down our ability to arrive at new insights. Ironically, when we let go, when we escape, either physically or mentally, we actually speed up the transformational process. 26
    27. 27. DOES IT WORK? DOES IT MATTER? 27
    28. 28. The Result Zappos Zappos went from 0 to a $1.2 billion dollar valuation and sale to Amazon.com, in 10 years. Joie de vivre Hotels California’s largest boutique hotel collection. All Joie de vivre businesses combined have an annual revenue of $240 million. G Adventures Over 100 million in annual revenue One of the largest adventure tour companies, globally 28
    29. 29. The Result - Nike 29
    30. 30. Can’t talk Design and not mentionApple THE design focused company Apple stock (Jobs Returns in 1997) April 17, 2003 – $6.56 September 6, 2012 - $676.27 The famous “Live before you Die” Stanford Address - the key points to me: Dropping out and taking a calligraphy class At approx. the 5 minute mark of the speech Jobs makes the comment on connecting the dots and trusting they will connect in the future. 30
    31. 31. WHAT DOES IT MEAN TOLOGIQ3? …. HOW DID WEPROCEED… 31
    32. 32. Simplify, simplify, simplify We needed to simplify our purpose. Not a vision or mission, but why do we show up every morning: 1. Make money 2. Have fun 3. Change an industry We needed to make specific promises: 1. Coworkers – We provide you the best job you’ve ever had and you deliver operational excellence in everything you do. 2. Clients – we will be your favourite vendor. 32
    33. 33. LOGiQ3 Maxims As we Our Quirky matured, we Guiding added Principles specific - Not 10 of definitionsthem, but 11 - and acceptable behaviours to the maxims. 33
    34. 34. The Inspiration Wall This process got everyone involved and has become an annual exercise 34
    35. 35. Find a Culture Champion -introducing…. Carmela Tedesco 35
    36. 36. ORGANIZATIONAL DESIGN 36
    37. 37. A Traditional Org Chart 37
    38. 38. The LOGiQ3 Work Flow 38
    39. 39. WHAT ELSE? 39
    40. 40. Challenges along the way Passion vs. emotion Assuming it all made sense to everyone (silence is rarely acceptance) Over analyzing. You can Google whatever you want and get millions of hits; why it’s a good thing and a bad thing. Trust your gut! Move too slowly Expect some failure, and that it will take a long time 40
    41. 41. Kudos – the small things 41
    42. 42. The Culture book 42
    43. 43. The Great Workplace Model 43
    44. 44. Culture Teams (for broad participation) 1. Talent Scout 2. Learning 3. Health & Wellness 4. New Employee Mentor 5. Giving Back 6. SoundBites (Communication) 7. Clubs 8. Kudos (Rewards & Recognition) 9. F2HF (Freedom to Have Fun) 44
    45. 45. The Culture Index We will measure culture on a regular basis. Eventually we will expand to include other dimensions, i.e. client feedback, but needed to start small. Today, we ask one question (two parts), every month. Are you proud to work for LOGiQ3? Why? 45
    46. 46. NOW WHAT? 46
    47. 47. Connect the dots, your way! There is a lot of activity out there in this space Find what you like, what makes sense for your organization, and take it. Create/define/grow your corporate soul 47
    48. 48. Do this… 1. Create very simple, personal goals. This starts to connect the people. Small bite size steps is critical. 2. Develop your quirky guiding principles. (maxims). Absolutely key! Steal stuff you like from others. 3. Create constant conversation around maxims to embed in DNA. 4. Align maxims, actions and behaviours. 5. Review organizational design and consider project based structure (many variations of this is possible) 48
    49. 49. REFERENCE MATERIAL 49
    50. 50. If you’re interested in the subject: Books The Design of Business – Why design thinking is the next competitive advantage, Roger Martin Peak – How Great Companies Get Their Mojo from Maslow, Chip Conley (MANY other references at the end of every chapter) Delivering Happiness, Tony Hsieh Good to Great & Great by Choice, Jim Collins The Progress Principle, Teresa Amabile and Steven Kramer What to ask the person in the Mirror, Robert Steven Kaplan In Pursuit of Elegance – Why the Best Ideas Have Something Missing, Matthew E. May 50
    51. 51. If you’re interested in the subject(cont’d): Magazines / Sites Fast Company – fastcompany.com Co.Design – fastcodesign.com Co.Exist – fastcoexist.com Co.Create – fastcocreate.com Inc- inc.com Harvard business Review – hbr.org Of greater value, daily email Peter Bregman – peterbregman.com The Mix Fix – managementexchange.com TED – ted.com 51
    52. 52. If you’re interested in the subject(cont’d): Twitter Fast Company – @fastcompany Co.Design – @fastcodesign Co.Exist – @fastcoexist Co.Create – @fastcocreate Inc - @inc LDRLB - @ldrlb Stanford Business - @stanfordbiz Profit Magazine - @profit_magazine Harvard Biz Review - @harvardbiz American Management Association - @amashift 52
    53. 53. Thank You Chris Murumets, CEO, LOGiQ3 Email: chris.murumets@logiq3.com LinkedIn: Chris Murumets Twitter: @cmurumets LOGiQ3 Corp Website: http://www.logiq3.com Blog: http://www.logiq3.com/blog Twitter: @LOGiQ3 Facebook: http://www.facebook.com/#!/pages/LOGiQ3- Corp/221087034601971 LinkedIn: http://www.linkedin.com/company/logiq3-corp- 53

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