This document provides an overview of building a corporate culture that supports strategy execution. It discusses the importance of aligning an organization's culture with its strategy for successful execution. Key points include:
- A company's culture can either help or hinder strategy execution depending on how well it is aligned.
- Types of cultures include strong vs. weak, unhealthy, and adaptive cultures.
- Leaders must work to create a strong fit between strategy and culture by changing aspects of culture that do not support strategy.
- Grounding culture in core values and ethics helps build a sustainable culture aligned with strategic goals.
Discover Drew Diskin's 5-Ps of CX in this informative framework for understanding and leveraging the customer experience to market and build excellent brands. This presentation was originally shared with Bryant University students, alumni and faculty worldwide.
Customer Service Excellence PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Customer Service Excellence Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of sixteen slides. Our tailor made Customer Service Excellence Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Customer Service Excellence Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
Learn the value of ethics in the workplace, how to deal with conflict of interest, how to instill an ethos of ethics on your board, on your council, in your community, in your organization.
This document discusses customer relationship management (CRM). It defines CRM as a business strategy to understand, anticipate, and respond to customer needs to grow relationships. There are five types of CRM: analytical, collaborative, operational, geographic, and sales intelligence. The purpose of CRM is to create value for customers and the company. Implementing CRM requires a strategic review and addressing infrastructure, vendors, and future needs. Technology like loyalty cards and CRM software help gather customer data to personalize service. Benefits include reduced costs, increased satisfaction, and long term profitability.
SENSIPLE offers customer experience management solutions to help companies optimize customer interactions and deliver a seamless experience across channels. Their solutions include voice biometrics, contact center optimization, self-service strategy planning, and customer analytics. SENSIPLE helps define the right customer experience and transform satisfied customers into brand advocates through implementing end-to-end customer experience solutions and context-aware services strategies.
Excellent customer service and high customer satisfaction must start with understanding customer expectations. Whether your customers are internal (i.e., HR, Finance, Marketing business users) or external, you need to know who your customers are and what their goals are before launching any business initiative. If not, you’ll never win. Pulling from her industry experience in Government, Legal, Education and Healthcare, Strategic Engagement Manager Shannon Duplessis will use the Sparkhound Assessment Model (SAM) approach to show how to assess client needs, agree upon desired expectations and results, and then develop the right KPIs (Key Performance Indicators) to measure success.
Discover Drew Diskin's 5-Ps of CX in this informative framework for understanding and leveraging the customer experience to market and build excellent brands. This presentation was originally shared with Bryant University students, alumni and faculty worldwide.
Customer Service Excellence PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Customer Service Excellence Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of sixteen slides. Our tailor made Customer Service Excellence Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Customer Service Excellence Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
Learn the value of ethics in the workplace, how to deal with conflict of interest, how to instill an ethos of ethics on your board, on your council, in your community, in your organization.
This document discusses customer relationship management (CRM). It defines CRM as a business strategy to understand, anticipate, and respond to customer needs to grow relationships. There are five types of CRM: analytical, collaborative, operational, geographic, and sales intelligence. The purpose of CRM is to create value for customers and the company. Implementing CRM requires a strategic review and addressing infrastructure, vendors, and future needs. Technology like loyalty cards and CRM software help gather customer data to personalize service. Benefits include reduced costs, increased satisfaction, and long term profitability.
SENSIPLE offers customer experience management solutions to help companies optimize customer interactions and deliver a seamless experience across channels. Their solutions include voice biometrics, contact center optimization, self-service strategy planning, and customer analytics. SENSIPLE helps define the right customer experience and transform satisfied customers into brand advocates through implementing end-to-end customer experience solutions and context-aware services strategies.
Excellent customer service and high customer satisfaction must start with understanding customer expectations. Whether your customers are internal (i.e., HR, Finance, Marketing business users) or external, you need to know who your customers are and what their goals are before launching any business initiative. If not, you’ll never win. Pulling from her industry experience in Government, Legal, Education and Healthcare, Strategic Engagement Manager Shannon Duplessis will use the Sparkhound Assessment Model (SAM) approach to show how to assess client needs, agree upon desired expectations and results, and then develop the right KPIs (Key Performance Indicators) to measure success.
This document provides guidance on developing effective presentation skills for marketing managers. It covers three key areas: developing great content by analyzing the audience, gathering relevant data, and creating an outline; creating a great design with consistent layout, color, and formatting; and delivering with a strong voice, body language, and ability to handle tough situations. The document emphasizes preparation, practice, and flexibility to create polished presentations.
Customer Relationship Management (Crm) By Ravinder TulsianiRavinder Tulsiani
CRM is a strategy for managing relationships with customers that involves integrating sales, marketing, customer service and other functions. It aims to understand customers' needs and provide personalized experiences across channels to acquire, retain and grow customers profitably. Key aspects of CRM include active CRM which stores centralized customer data, operational CRM which automates customer processes, collaborative CRM which enables direct customer communication, and analytical CRM which analyzes customer data. Successful CRM implementation requires aligning the strategy with business goals, implementing in stages, customizing to business needs, and gaining user adoption through training.
slides on understanding workplace ethics, what it affects, benefits of workplace ethics, slides on ethic codes, codes of conduct, values, ethic programs, required resources, two ethical styles, 3 steps to resolve ethical dilemmas and how to address ethical dilemmas, guidelines and slides on implementing ethic programs, detecting 6 key roles and responsibilities, guidelines for moral decision making, 10 common ethic code provisions, 15 slides on creating an effective code of conduct, and more.
This document outlines 7 pillars of customer service: 1) Develop a customer service mission statement, 2) Ensure customer service has the proper attitude and action, 3) Provide base training for employees, 4) Coach employees, 5) Send creative thank you's, 6) Perform functional walkthroughs, and 7) Engage with customers. It emphasizes the importance of going above and beyond for customers to build loyalty and advocates training employees to learn more about each customer. Real-world examples are provided to illustrate how following these pillars can significantly increase sales and improve customer relationships.
This document discusses professional grooming, etiquette, and dress codes. It provides tips for appropriate business attire including being well-groomed, dressed appropriately for your role and gender, and wearing clean and well-maintained clothing. Etiquette tips are given for phone, meeting, social, and business situations focusing on polite behaviors, introductions, listening, and using manners. Guidelines are outlined for both men's and women's professional dress and etiquette standards.
Topics covered:- Introduction, Historical aspects of Ethics, Correlation between values and behavior, Ethics at work place, objectives and benefits of ethics at work place, problems associated with unethical practices.
The document discusses important customer service skills. It defines a customer and explains why customer service is important for businesses. The main customer service skills that every employee needs are then outlined, including patience, attentiveness, clear communication, product knowledge, using positive language, time management, ability to read customers, having a calming presence, handling surprises, tenacity, closing interactions well, and a willingness to learn.
This document provides an overview of a customer service training session. The training will teach participants how to implement a customer service excellence program in their company. It will cover key elements of customer service like the 5 basic customer needs of friendliness, empathy, fairness, control, and information. Participants will learn everyday practices for excellent customer service and how to make a positive first impression. The training also details the benefits of providing excellent customer service such as satisfied customers, customer retention, and increased profits.
This document discusses proper attitude and etiquette in corporate and professional settings. It begins by using a story from Kung Fu to illustrate the importance of having an open mindset when learning. Several key points about attitude are then made, including the benefits of being positive, focusing on learning skills from the bottom up, and emptying one's cup of preconceived notions. The document then defines etiquette and explains its importance for social interactions and leaving a good impression. Specific guidelines or "dos and don'ts" are provided around corporate etiquette when interacting with coworkers, including maintaining professionalism, respecting others, and adhering to workplace policies. The overall message is that attitude and etiquette are crucial for success in corporate
Body Language, introduction, importance, Facial Expressions, head movements, Postures, Leg Postures, Hand Gestures, Common Gestures, Haptics, Proxemics, Body Language during an Interview, Business Etiquettes, conclusion.
This document discusses business ethics and the relationship between business and ethics. It defines business as any organization whose primary goal is to provide goods and services to obtain a return on investment. It defines ethics as a set of principles of right conduct. Business ethics examines ethical issues that arise in business organizations. For a business to be successful, it must operate ethically within society and as a responsible corporate citizen. An ethical approach benefits businesses through high employee morale and productivity.
CRM involves developing long-term relationships with valuable customers through personalized attention. It maximizes customer lifetime value. A successful CRM implementation requires trained staff, good data use, integration of front and back office systems, and management support. CRM provides benefits like increased sales and profits but also risks like too much information or poor integration.
The document provides guidance for managers on their role and responsibilities. It outlines expectations for managers to be teachers, doctors, and counselors to their team. It also discusses the opportunities and incentives that come with being a successful manager, including travel, education, leisure time and helping others. The document emphasizes that effective selling requires being set with skills, empathy and transparency to understand customers' problems and propose the best solutions.
This document provides a training program on customer service. It discusses the importance of customer service, what customers expect, and how to provide excellent service through effective communication. The training covers topics such as understanding customers, developing a positive attitude, maintaining ethics, and using courtesy. It emphasizes that customer service is key to continued business success through higher profits, satisfaction, and repeat customers. The training aims to equip participants with the skills and mindset to consistently deliver exceptional customer experiences.
The document outlines 8 key characteristics of a successful CRM implementation: 1) having a clear CRM vision and leadership, 2) developing CRM strategies around objectives, segments, and customer interactions, 3) creating a valued customer experience through understanding needs, monitoring satisfaction, and acting on feedback, 4) fostering organizational collaboration around customer understanding, 5) establishing CRM processes around the customer lifecycle and knowledge management, 6) leveraging CRM information like customer data and analytics, 7) utilizing CRM technology applications and infrastructure, and 8) defining CRM metrics around value, retention, satisfaction and loyalty.
This document provides an overview of organizational behavior topics including: definitions of organizational behavior; why it is important; roles and skills in the workplace; how companies are changing using OB; goals, forces, and conflict processes of OB; challenges faced at work; categories of people in organizations; management functions and skills; OB variables; workforce diversity; cultural influences; ethics dilemmas; and the relationship between language, culture, and groups in organizations. It discusses these concepts over several sections and includes questions for discussion.
This document provides an introduction to customer experience. It begins with definitions of customer experience, focusing on the interactions customers have with a company and how those interactions make them feel. Examples are given of companies that deliver great customer experiences. The presentation notes that factors like customer service, CRM systems, and UX specialists are not enough on their own and that the goal is to meet or exceed customer expectations. It introduces the key concepts of customer experience personas, touchpoints, and moments of truth. Overall statistics about the importance of customer experience are also presented.
Dealing with difficult customers case studySCS universal
This document provides guidelines for handling difficult customer situations. It discusses the four Ts of customer rage: target, temperament, triggers, and treatment. It then presents four case studies involving difficult customers and proposes ways to handle each situation. The key recommendations are to remain calm, apologize, find solutions, explain policies politely, use positive language, and refer to a supervisor if needed. The overall message is that staff should focus on de-escalating conflicts and finding ways to help customers while adhering to proper procedures.
This chapter discusses the importance of corporate culture and its relationship to strategy execution. It defines corporate culture as a company's core values, beliefs, operating styles and behaviors. A company's culture can either help or hinder its ability to execute its strategy. When a company's culture promotes behaviors that are well-aligned with strategic requirements, it provides clear guidance to employees and drives commitment to strategic goals. However, cultural norms that conflict with strategic needs can create mixed signals and obstacles to execution. The chapter outlines different types of cultures and strategies for aligning culture and strategy, such as changing incentive systems, hiring practices, leadership and cultural symbols.
This chapter discusses how corporate culture and leadership are keys to good strategy execution. It identifies the key features of corporate culture, such as core values and operating practices. Strong cultures have clearly defined values that are widely shared, while weak cultures lack cohesion. The chapter also discusses unhealthy, high-performance, and adaptive cultures. An aligned culture can aid strategy execution, while a misaligned culture can hinder it. Leaders must change problem cultures and ground culture in core values. Effective leadership is also needed to lead the strategy execution process and make timely corrective adjustments.
This document provides guidance on developing effective presentation skills for marketing managers. It covers three key areas: developing great content by analyzing the audience, gathering relevant data, and creating an outline; creating a great design with consistent layout, color, and formatting; and delivering with a strong voice, body language, and ability to handle tough situations. The document emphasizes preparation, practice, and flexibility to create polished presentations.
Customer Relationship Management (Crm) By Ravinder TulsianiRavinder Tulsiani
CRM is a strategy for managing relationships with customers that involves integrating sales, marketing, customer service and other functions. It aims to understand customers' needs and provide personalized experiences across channels to acquire, retain and grow customers profitably. Key aspects of CRM include active CRM which stores centralized customer data, operational CRM which automates customer processes, collaborative CRM which enables direct customer communication, and analytical CRM which analyzes customer data. Successful CRM implementation requires aligning the strategy with business goals, implementing in stages, customizing to business needs, and gaining user adoption through training.
slides on understanding workplace ethics, what it affects, benefits of workplace ethics, slides on ethic codes, codes of conduct, values, ethic programs, required resources, two ethical styles, 3 steps to resolve ethical dilemmas and how to address ethical dilemmas, guidelines and slides on implementing ethic programs, detecting 6 key roles and responsibilities, guidelines for moral decision making, 10 common ethic code provisions, 15 slides on creating an effective code of conduct, and more.
This document outlines 7 pillars of customer service: 1) Develop a customer service mission statement, 2) Ensure customer service has the proper attitude and action, 3) Provide base training for employees, 4) Coach employees, 5) Send creative thank you's, 6) Perform functional walkthroughs, and 7) Engage with customers. It emphasizes the importance of going above and beyond for customers to build loyalty and advocates training employees to learn more about each customer. Real-world examples are provided to illustrate how following these pillars can significantly increase sales and improve customer relationships.
This document discusses professional grooming, etiquette, and dress codes. It provides tips for appropriate business attire including being well-groomed, dressed appropriately for your role and gender, and wearing clean and well-maintained clothing. Etiquette tips are given for phone, meeting, social, and business situations focusing on polite behaviors, introductions, listening, and using manners. Guidelines are outlined for both men's and women's professional dress and etiquette standards.
Topics covered:- Introduction, Historical aspects of Ethics, Correlation between values and behavior, Ethics at work place, objectives and benefits of ethics at work place, problems associated with unethical practices.
The document discusses important customer service skills. It defines a customer and explains why customer service is important for businesses. The main customer service skills that every employee needs are then outlined, including patience, attentiveness, clear communication, product knowledge, using positive language, time management, ability to read customers, having a calming presence, handling surprises, tenacity, closing interactions well, and a willingness to learn.
This document provides an overview of a customer service training session. The training will teach participants how to implement a customer service excellence program in their company. It will cover key elements of customer service like the 5 basic customer needs of friendliness, empathy, fairness, control, and information. Participants will learn everyday practices for excellent customer service and how to make a positive first impression. The training also details the benefits of providing excellent customer service such as satisfied customers, customer retention, and increased profits.
This document discusses proper attitude and etiquette in corporate and professional settings. It begins by using a story from Kung Fu to illustrate the importance of having an open mindset when learning. Several key points about attitude are then made, including the benefits of being positive, focusing on learning skills from the bottom up, and emptying one's cup of preconceived notions. The document then defines etiquette and explains its importance for social interactions and leaving a good impression. Specific guidelines or "dos and don'ts" are provided around corporate etiquette when interacting with coworkers, including maintaining professionalism, respecting others, and adhering to workplace policies. The overall message is that attitude and etiquette are crucial for success in corporate
Body Language, introduction, importance, Facial Expressions, head movements, Postures, Leg Postures, Hand Gestures, Common Gestures, Haptics, Proxemics, Body Language during an Interview, Business Etiquettes, conclusion.
This document discusses business ethics and the relationship between business and ethics. It defines business as any organization whose primary goal is to provide goods and services to obtain a return on investment. It defines ethics as a set of principles of right conduct. Business ethics examines ethical issues that arise in business organizations. For a business to be successful, it must operate ethically within society and as a responsible corporate citizen. An ethical approach benefits businesses through high employee morale and productivity.
CRM involves developing long-term relationships with valuable customers through personalized attention. It maximizes customer lifetime value. A successful CRM implementation requires trained staff, good data use, integration of front and back office systems, and management support. CRM provides benefits like increased sales and profits but also risks like too much information or poor integration.
The document provides guidance for managers on their role and responsibilities. It outlines expectations for managers to be teachers, doctors, and counselors to their team. It also discusses the opportunities and incentives that come with being a successful manager, including travel, education, leisure time and helping others. The document emphasizes that effective selling requires being set with skills, empathy and transparency to understand customers' problems and propose the best solutions.
This document provides a training program on customer service. It discusses the importance of customer service, what customers expect, and how to provide excellent service through effective communication. The training covers topics such as understanding customers, developing a positive attitude, maintaining ethics, and using courtesy. It emphasizes that customer service is key to continued business success through higher profits, satisfaction, and repeat customers. The training aims to equip participants with the skills and mindset to consistently deliver exceptional customer experiences.
The document outlines 8 key characteristics of a successful CRM implementation: 1) having a clear CRM vision and leadership, 2) developing CRM strategies around objectives, segments, and customer interactions, 3) creating a valued customer experience through understanding needs, monitoring satisfaction, and acting on feedback, 4) fostering organizational collaboration around customer understanding, 5) establishing CRM processes around the customer lifecycle and knowledge management, 6) leveraging CRM information like customer data and analytics, 7) utilizing CRM technology applications and infrastructure, and 8) defining CRM metrics around value, retention, satisfaction and loyalty.
This document provides an overview of organizational behavior topics including: definitions of organizational behavior; why it is important; roles and skills in the workplace; how companies are changing using OB; goals, forces, and conflict processes of OB; challenges faced at work; categories of people in organizations; management functions and skills; OB variables; workforce diversity; cultural influences; ethics dilemmas; and the relationship between language, culture, and groups in organizations. It discusses these concepts over several sections and includes questions for discussion.
This document provides an introduction to customer experience. It begins with definitions of customer experience, focusing on the interactions customers have with a company and how those interactions make them feel. Examples are given of companies that deliver great customer experiences. The presentation notes that factors like customer service, CRM systems, and UX specialists are not enough on their own and that the goal is to meet or exceed customer expectations. It introduces the key concepts of customer experience personas, touchpoints, and moments of truth. Overall statistics about the importance of customer experience are also presented.
Dealing with difficult customers case studySCS universal
This document provides guidelines for handling difficult customer situations. It discusses the four Ts of customer rage: target, temperament, triggers, and treatment. It then presents four case studies involving difficult customers and proposes ways to handle each situation. The key recommendations are to remain calm, apologize, find solutions, explain policies politely, use positive language, and refer to a supervisor if needed. The overall message is that staff should focus on de-escalating conflicts and finding ways to help customers while adhering to proper procedures.
This chapter discusses the importance of corporate culture and its relationship to strategy execution. It defines corporate culture as a company's core values, beliefs, operating styles and behaviors. A company's culture can either help or hinder its ability to execute its strategy. When a company's culture promotes behaviors that are well-aligned with strategic requirements, it provides clear guidance to employees and drives commitment to strategic goals. However, cultural norms that conflict with strategic needs can create mixed signals and obstacles to execution. The chapter outlines different types of cultures and strategies for aligning culture and strategy, such as changing incentive systems, hiring practices, leadership and cultural symbols.
This chapter discusses how corporate culture and leadership are keys to good strategy execution. It identifies the key features of corporate culture, such as core values and operating practices. Strong cultures have clearly defined values that are widely shared, while weak cultures lack cohesion. The chapter also discusses unhealthy, high-performance, and adaptive cultures. An aligned culture can aid strategy execution, while a misaligned culture can hinder it. Leaders must change problem cultures and ground culture in core values. Effective leadership is also needed to lead the strategy execution process and make timely corrective adjustments.
This document discusses corporate culture and leadership as keys to good strategy execution. It defines corporate culture as the shared values, beliefs, and traditions that shape a firm's operating style. A culture conducive to strategy execution is performance-driven, adaptive to change, and committed to ethical behavior. Leaders must instill the right culture by incorporating values into hiring and training, recognizing cultural norms, and making a case for cultural changes needed to execute new strategies. Transforming an unhealthy culture can take two to five years of persistent reinforcement of new behaviors. Leaders must closely monitor strategy execution and make corrective adjustments through management practices like walking around and thoroughly analyzing situations.
STRATEGIC MANAGEMENT
INSTRUCTIONS: 2-4 PAGES LONG; TYPED – DOUBLE SPACED, 12 PT MAX, 1” MARGINS MAX. PLEASE REMEMBER THAT GOOD GRAMMAR AND SPELLING ARE EXPECTED. ALSO, YOUR ANSWERS SHOULD BE WELL ORGANIZED AND CONTAINS SPECIFICS BASED ON THE CONCEPTS AND ANALYSES WE HAVE STUDIED.
You are the new CEO of a single-entity business that provides financial services to the insurance industry. The previous CEO left the organization “under a cloud” – nothing was ever proved, and he received the “normal” severance package.
Your early perception of the organization indicates there may have been some ethics problems in upper management. It appears no laws were broken, but it may be that some older employees did not receive expected and /or promised raises in pay. It is difficult to know this for sure because the company’s Performance Evaluation system has never been formalized.
The apparent ethics problems at the top have left many employees with an uneasy feeling. It has also resulted in an attitude on the part of many that retribution will be swift if an employee reports an ethics-related problem to management. It has been noticed that absenteeism has increased over the past 9 months. Also, employee turnover appears to be on the rise.
As CEO, what plans will you make and what actions will you take to overcome the apparent problems so a new strategic plan can be successfully implemented? This plan includes the introduction of a major new product. Also include the steps you should take to introduce the new strategic plan to the employees.
1
CHAPTER 12CHAPTER 12
CORPORATE CULTURE
AND LEADERSHIP: KEYS
TO GOOD STRATEGY
EXECUTION
CORPORATE CULTURE
AND LEADERSHIP: KEYS
TO GOOD STRATEGY
EXECUTION
CORE CONCEPT
♦ Corporate culture refers to the shared values,
ingrained attitudes, core beliefs and company
traditions that determine norms of behavior,
accepted work practices, and styles of
operating.
12–2
KEY FEATURES OF A FIRM’S
CORPORATE CULTURE
Strength of peer
pressure to
conform and
observe norms
Actions and
behaviors
encouraged
and rewarded
Traditions and
stories and “how
we do things
around here”
How the firm
treats its
stakeholders
Features of a Corporate Culture
Values, principles,
and ethical
standards
in actual use
Management
practices and
organizational
polices
Atmosphere and
spirit embodied
in the firm’s work
climate
How managers and
employees interact
and relate to one
another
12–3
TRANSFORMING CORE VALUES AND ETHICAL
STANDARDS INTO CULTURAL NORMS
� Recruit and hire applicants with values and
ethics compatible to those of the firm.
� Incorporate the values statement and the code
of ethics into orientation and training programs.
� Have senior executives frequently reiterate and
stress the firm’s values and ethical principles.
� Use values statements and codes of ethics as
benchmarks for the firm’s polices and practices.
12–4
2
TRANSFORMING CORE VALUES AND.
Organizational Culture, Structure and Designcaantone
The document discusses organizational culture and how it guides employee behavior through shared beliefs and values. A strong culture facilitates goal alignment and motivation while a weak culture has high turnover. Culture is expressed through symbols, stories, heroes, and rituals. The document also discusses dominant and sub cultures, different types of cultures, and how culture impacts employees and can be shaped through socialization, hiring, training, feedback, and terminating deviant employees. It provides examples of quality improvement techniques for building a strong culture focused on continuous improvement, accountability and developing trust between all parties.
The document discusses various aspects of strategy execution and organization building. It emphasizes developing competencies, capabilities, and an organizational structure that supports the strategy. It also stresses the importance of corporate culture and leadership in implementing strategy through actions, motivating employees, and ensuring performance.
Senn Delaney is a culture-shaping consulting firm that has been exclusively focused on transforming organizational cultures for over 35 years. They are recognized as the leading authority in culture shaping and have worked with many Fortune 500 and Global 1000 companies. Senn Delaney uses a comprehensive methodology called DURAM to diagnose culture, unfreeze old behaviors, reinforce new behaviors, apply culture shaping tools, and measure results. Their approach begins with aligning senior leadership and engaging the entire organization to create lasting cultural change.
How Companies Achieve High PerformanceDave Dowling
The document provides an overview of a model that identifies the elements of a high performing organization. It discusses that high performing organizations forge intentional relationships among strategy, culture, and brand. The model indicates that strategy shapes leadership expectations, which set the cultural tone. Key elements of culture include focus, drive, and capability. A strong value proposition and brand performance are outcomes of an effective strategy and aligned culture.
This document is a chapter from Organizational Behavior by Stephen P. Robbins focusing on organizational culture. It defines organizational culture as shared perceptions held by members of an organization. The chapter discusses how culture begins with founders socializing employees to their way of thinking and is maintained through selection, socialization, stories, rituals and symbols. It contrasts strong versus weak cultures and explores how culture can benefit an organization by facilitating commitment, or hinder it by acting as a barrier to change. The chapter also examines how to create ethical, customer-responsive and spiritual organizational cultures.
The document discusses the roles and responsibilities of strategic leaders and middle managers in organizational strategy. It outlines several key roles:
1. Strategic leaders such as the CEO are responsible for determining strategic direction, managing resources, sustaining organizational culture, emphasizing ethics, and establishing controls.
2. Middle managers play important roles in strategy formation through idea generation, championing new initiatives, and developing capabilities.
3. Both strategic leaders and middle managers are involved in strategy implementation through roles like leadership, organization, resource management, and performance monitoring. Effective strategy implementation requires alignment across all organizational elements.
Spring 2013 peter debreceny change leadershipIPRC2013
- The document discusses changing workforce dynamics and the need for employees to be aligned around company strategy, focused on innovation, customer-centric, and understand how their work connects to company success.
- Employee survey results from one company found that 92% agree colleagues deliver high quality work but only 56% believe there is a clear vision for the future and 16% are actively disengaged.
- Engaged employees can improve performance by 20%, increase customer satisfaction by 23%, and reduce turnover by 50% according to various studies.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
The document discusses organizational culture and climate. It defines culture as shared expectations and self-image that create tradition within an organization. Climate represents employees' feelings about an organization based on leadership, goals, rewards, and mistake tolerance. Culture is developed over time based on founders, policies, and relationships, and is perpetuated by hiring, training, storytelling, and rewarding cultural norms. Culture can help or hinder strategy execution depending on its compatibility with strategic requirements. Examples of different culture types like strong, weak, unhealthy and adaptive cultures are provided.
The document discusses the importance of corporate culture in building an effective ethics and compliance program. It states that a culture of ethics and compliance is the foundation of a strong risk management program. It also notes that regulators now expect organizations to promote an ethical culture. The document provides guidance on establishing a culture of integrity, including defining organizational values around ethics, consistency of messaging from leadership, accountability, and rewarding ethical behavior. It acknowledges some challenges in defining, instilling, and maintaining a strong culture.
The document discusses several key human resource challenges facing managers today including rapid environmental change, workforce diversity, globalization, and skill shortages. It also discusses different HR strategies organizations can employ such as Porter's differentiation and low-cost leadership strategies as well as Miles and Snow's defender and prospector strategies related to recruiting and compensation. The role of HR in being a strategic partner is discussed through understanding the business, strategic thinking, process skills, technology, and demonstrating leadership.
When seen through the employee's eyes, employee engagement is at the top of the list of what's important. A crucial aspect of employee engagement is the connection with a company's culture and values. Explore how to communicate internally and externally your culture to enhance talent management and drvie employee performance - giving 'Voice to Your Culture'.
This document discusses corporate work culture, including what corporate culture is, how it forms both consciously and unconsciously, and how to strengthen an organization's culture. Key points include:
- Corporate culture refers to the underlying beliefs, values, and assumptions within a company that guide employee behaviors and priorities.
- Culture can form consciously through defined steps to shape the intended culture, or unconsciously based on leader actions and values.
- Strong cultures clearly communicate their mission, vision, values, and ensure employee alignment through consistent messaging and actions.
- Codifying a culture includes outlining the mission, vision, and core values in writing. Communicating and reinforcing the culture helps bring the written words to life.
- Companies with
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
Causes Supporting Charity for Elderly PeopleSERUDS INDIA
Around 52% of the elder populations in India are living in poverty and poor health problems. In this technological world, they became very backward without having any knowledge about technology. So they’re dependent on working hard for their daily earnings, they’re physically very weak. Thus charity organizations are made to help and raise them and also to give them hope to live.
Donate Us:
https://serudsindia.org/supporting-charity-for-elderly-people-india/
#oldagehome, #donateforeldersinkurnool, #donateforelders, #donationforelders, #donateforoldpeople, #donationforoldpeople, #sponsorforelders, #sponsorforoldpeople, #donationforcharity, #charity, #seruds, #kurnool, #donateforoldagehome, #oldagehomedonation
Presentation by Julie Topoleski, CBO’s Director of Labor, Income Security, and Long-Term Analysis, at the 16th Annual Meeting of the OECD Working Party of Parliamentary Budget Officials and Independent Fiscal Institutions.
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...Scribe
YOU WILL DISCOVER:
The engaging history and evolution of Wolverton and Greenleys Town Council's newsletter
Strategies for producing a successful community newsletter and generating income through advertising
The decision-making process behind moving newsletter design from in-house to outsourcing and its impacts
Dive into the success story of Wolverton and Greenleys Town Council's newsletter in this insightful webinar. Hear from Mandy Shipp and Jemma English about the newsletter's journey from its inception to becoming a vital part of their community's communication, including its history, production process, and revenue generation through advertising. Discover the reasons behind outsourcing its design and the benefits this brought. Ideal for anyone involved in community engagement or interested in starting their own newsletter.
FT author
Amanda Chu
US Energy Reporter
PREMIUM
June 20 2024
Good morning and welcome back to Energy Source, coming to you from New York, where the city swelters in its first heatwave of the season.
Nearly 80 million people were under alerts in the US north-east and midwest yesterday as temperatures in some municipalities reached record highs in a test to the country’s rickety power grid.
In other news, the Financial Times has a new Big Read this morning on Russia’s grip on nuclear power. Despite sanctions on its economy, the Kremlin continues to be an unrivalled exporter of nuclear power plants, building more than half of all reactors under construction globally. Read how Moscow is using these projects to wield global influence.
Today’s Energy Source dives into the latest Statistical Review of World Energy, the industry’s annual stocktake of global energy consumption. The report was published for more than 70 years by BP before it was passed over to the Energy Institute last year. The oil major remains a contributor.
Data Drill looks at a new analysis from the World Bank showing gas flaring is at a four-year high.
Thanks for reading,
Amanda
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New report offers sobering view of the energy transition
Every year the Statistical Review of World Energy offers a behemoth of data on the state of the global energy market. This year’s findings highlight the world’s insatiable demand for energy and the need to speed up the pace of decarbonisation.
Here are our four main takeaways from this year’s report:
Fossil fuel consumption — and emissions — are at record highs
Countries burnt record amounts of oil and coal last year, sending global fossil fuel consumption and emissions to all-time highs, the Energy Institute reported. Oil demand grew 2.6 per cent, surpassing 100mn barrels per day for the first time.
Meanwhile, the share of fossil fuels in the energy mix declined slightly by half a percentage point, but still made up more than 81 per cent of consumption.
Health Insurance Coverage for the U.S. Population, 2024 to 2034
Corporate culture and leadership
1. 13-1
Corporate Culture
Corporate Culture
and Leadership
and Leadership
13
13
Chapter
Screen graphics created by:
Jana F. Kuzmicki, Ph.D.
Troy State University-Florida and Western Region
2. “
“An organization’s capacity
An organization’s capacity
to execute its strategy depends
to execute its strategy depends
on its “hard” infrastructure – its
on its “hard” infrastructure – its
organization structure and
organization structure and
systems – and on its “soft”
systems – and on its “soft”
infrastructure – its culture and
infrastructure – its culture and
norms.”
norms.”
Amar Bhide
3. 13-3
Chapter Roadmap
Chapter Roadmap
Building a Corporate Culture that Promotes Good Strategy Execution
What to Look for in Identifying a Company’s Culture
Culture: Ally or Obstacle to Strategy Execution?
Types of Cultures
Creating a Strong Fit Between Strategy and Culture
Grounding the Culture in Core Values and Ethics
Establishing a Strategy-Culture Fit in Multinational Companies
Leading the Strategy Execution Process
Staying on Top of How Well Things Are Going
Pushing Company to Achieve Good Results
Keeping Internal Organization Focused on Operating Excellence
Exercising Ethics Leadership
Making Corrective Adjustments
5. 13-5
The Defining Characteristics
The Defining Characteristics
of a Company’s Culture
of a Company’s Culture
Its core values, beliefs, and business principles
Patterns of “how we do things around here”—its style of
operating and ingrained behaviors of company personnel
Oft-told stories illustrating company’s values
Its approach to people management
Ethical standards
Internal politics
Traditions
6. 13-6
Features of the Corporate
Features of the Corporate
Culture at Wal-Mart
Culture at Wal-Mart
Dedication to customer satisfaction
Zealous pursuit of low costs
Frugal operating practices
Strong work ethic
Ritualistic Saturday morning meetings
Executive commitment to
Visit stores
Listen to customers
Solicit employees’ suggestions
7. 13-7
Features of the Corporate
Features of the Corporate
Culture at Nordstrom’s
Culture at Nordstrom’s
Deliver exceptional customer service to customers
Company motto
“Respond to Unreasonable
Customer Requests”
Out-of-the-ordinary customer requests
viewed as opportunities for “heroic” acts
Promotions based on outstanding service
Salaries based entirely on commission
8. 13-8
Features of the Corporate
Features of the Corporate
Culture at General Electric
Culture at General Electric
Hard-driving, results-oriented atmosphere prevails
All businesses are held to a standard
of being #1 or #2 in their industries as
well as achieving good business results
Cross-business sharing of ideas, best practices, and learning
Reliance on “workout sessions” to identify, debate, and
resolve “burning issues”
Commitment to Six Sigma Quality
Globalization of the company
9. 13-9
Features of the Corporate
Features of the Corporate
Culture at Microsoft
Culture at Microsoft
Long work hours of programmers
Emotional peaks and valleys in
encountering and overcoming coding problems
Exhilaration of completing a complex program on schedule
Satisfaction of working on cutting-edge projects
Rewards of being part of a team responsible
for a popular new software program
Tradition of competing aggressively
10. 13-10
What to Look for in
What to Look for in
Identifying Corporate Culture
Identifying Corporate Culture
A company’s culture is manifested in . . .
Values, beliefs, and business principles
management preaches and practices
Official policies and procedures
Its revered traditions and oft-repeated stories
Attitudes and behaviors of employees
Peer pressures that exist to display core values
Its politics
Approaches to people management and problem solving
Its relationships with external stakeholders
“Chemistry” and “personality” permeating work environment
11. 13-11
Where Does Corporate
Where Does Corporate
Culture Come From?
Culture Come From?
Founder or early leader
Influential individual or work group
Policies, vision, or strategies
Traditions, supervisory practices,
employee attitudes
The peer pressures that exist
Organizational politics
Relationships with stakeholders
Company’s approach to people management
12. 13-12
How Is a Company’s
How Is a Company’s
Culture Perpetuated?
Culture Perpetuated?
Selecting new employees who will “fit” in
Systematic indoctrination of new employees
Senior management efforts to reinforce core values, beliefs,
principles, key operating practices
Story-telling of company legends
Ceremonies honoring employees
who display cultural ideals
Visibly rewarding those
who follow cultural norms
13. 13-13
Forces and Factors
Forces and Factors
Causing Culture to Evolve
Causing Culture to Evolve
New challenges in marketplace
Revolutionary technologies
Shifting internal conditions
Internal crisis
Turnover of top executives
Arrival of a new CEO
Diversification into new businesses
Expansion into foreign countries
Rapid growth involving adding new employees
Merger with or acquisition of another company
14. 13-14
Culture: Ally or Obstacle
Culture: Ally or Obstacle
to Strategy Execution?
to Strategy Execution?
A company’s culture can contribute to – or hinder –
successful strategy execution
A culture that promotes attitudes and
behaviors that are well-suited to
first-rate strategy execution is a
valuable ally in the strategy
execution process
A culture that embraces attitudes and
behaviors which impede good
strategy execution is a huge obstacle
to be overcome
15. 13-15
Why Culture Matters: Benefits
Why Culture Matters: Benefits
of a Tight Culture-Strategy Fit
of a Tight Culture-Strategy Fit
A culture that encourages actions and behaviors supportive of
good strategy execution
Provides employees with clear guidance regarding what behaviors
and results constitute good job performance
Creates significant peer pressure among coworkers to conform to
culturally acceptable norms
A culture imbedded with values and behaviors
that facilitate strategy execution promotes
strong employee commitment to the company’s
Vision
Performance targets
Strategy
16. 13-16
Optimal Outcome of a
Optimal Outcome of a
Tight Culture-Strategy Fit
Tight Culture-Strategy Fit
A good job of culture-building by managers
Promotes can-do attitudes
Encourages acceptance of change
Instills strong peer pressure for strategy-supportive behaviors
Enlists enthusiasm and dedicated effort to achieve company
objectives
Closely aligning corporate culture with
Closely aligning corporate culture with
the requirements for proficient strategy execution
the requirements for proficient strategy execution
merits the full attention of senior executives!
merits the full attention of senior executives!
17. 13-17
The Perils of
The Perils of
Strategy-Culture Conflict
Strategy-Culture Conflict
Conflicts between culturally-approved
behaviors and behaviors needed for good
strategy execution send mixed signals
Should employees by loyal to the culture and company traditions
and resist actions and behaviors promoting
better strategy execution?
Or should they support the strategy by engaging in behaviors
that run counter to the culture?
When a company’s culture is out of sync with what
When a company’s culture is out of sync with what
is needed for strategic success, the culture has to
is needed for strategic success, the culture has to
be changed as rapidly as can be managed!
be changed as rapidly as can be managed!
18. 13-18
Types of Corporate Cultures
Types of Corporate Cultures
Strong vs. Weak Cultures
Unhealthy Cultures
Adaptive Cultures
19. 13-19
Characteristics of
Characteristics of
Strong Culture Companies
Strong Culture Companies
Conduct business according to a clear, widely-understood
philosophy
Considerable time spent by management communicating and
reinforcing values
Values are widely shared and deeply rooted
Have a well-defined corporate character,
reinforced by a creed or values statement
Careful screening/selection of new
employees to be sure they will “fit in”
20. 13-20
How Does a Culture
How Does a Culture
Come to Be Strong?
Come to Be Strong?
Leader who establishes values and behaviors
consistent with
Customer needs
Competitive conditions
Strategic requirements
A deep, abiding commitment to espoused
values, beliefs, and business philosophy
Practicing what is preached!
Genuine concern for well-being of
Customers
Employees
Shareholders
Values
Customers
Employees
Shareholders
21. 13-21
Characteristics of
Characteristics of
Weak Culture Companies
Weak Culture Companies
Lack of a widely-shared core set of values
Few behavioral norms evident in operating practices
Few strong traditions
No strong sense of company identity
Little cohesion among departments
Weak employee allegiance to
company’s vision and strategy
22. 13-22
Characteristics of
Characteristics of
Unhealthy Cultures
Unhealthy Cultures
Highly politicized internal environment
Issues resolved on basis of political clout
Hostility to change
Avoid risks and don’t screw up
Experimentation and efforts to
alter status quo discouraged
“Not-invented-here” mindset – company
personnel discount need to look outside for
Best practices
New or better managerial approaches
Innovative ideas
23. 13-23
Hallmarks of
Hallmarks of
Adaptive Cultures
Adaptive Cultures
Willingness to accept change and embrace challenge of introducing
new strategies
Risk-taking, experimentation, and innovation to satisfy stakeholders
Entrepreneurship is encouraged
and rewarded
Funds provided for new products
New ideas openly evaluated
Genuine interest in well-being
of all key constituencies
Proactive approaches to
implement workable solutions
24. 13-24
Dominant Traits
Dominant Traits
of Adaptive Cultures
of Adaptive Cultures
Any changes in operating practices and behaviors
Must not compromise core values and long-standing business
principles
Must satisfy legitimate interests of key stakeholders
Customers
Employees
Shareholders
Suppliers
Communities
25. 13-25
Creating a Strong Fit
Creating a Strong Fit
Between Strategy and Culture
Between Strategy and Culture
Responsibility of Strategy Maker
Responsibility of Strategy Maker –
–
Select a strategy compatible with the
Select a strategy compatible with the
sacred or unchangeable parts of organization’s
sacred or unchangeable parts of organization’s
prevailing corporate culture
prevailing corporate culture
Responsibility of Strategy Implementer
Responsibility of Strategy Implementer –
–
Once strategy is chosen, change
Once strategy is chosen, change
whatever facets of the corporate
whatever facets of the corporate
culture hinder effective execution
culture hinder effective execution
27. 13-27
Menu of Culture-
Menu of Culture-
Changing Actions
Changing Actions
Make a compelling case why a new cultural atmosphere is in
best interests of both company and employees
Challenge status quo
Create events where employees
must listen to angry key stakeholders
Continuously repeat messages of why
cultural change is good for stakeholders
Visibly praise and reward people
who display new cultural norms
28. 13-28
Menu of Culture-
Menu of Culture-
Changing Actions
Changing Actions (continued)
(continued)
Alter incentive compensation to
reward desired cultural behavior
Hire new managers and employees who have
desired cultural traits and can serve as role models
Replace key executives strongly
associated with old culture
Revise policies and procedures
to help drive cultural change
29. 13-29
Symbolic Culture-
Symbolic Culture-
Changing Actions
Changing Actions
Emphasize frugality
Eliminate executive perks
Require executives to spend
time talking with customers
Ceremonial events to praise people and
teams who “get with the program”
Alter practices identified as cultural hindrances
Visible awards to honor heroes
30. 13-30
Substantive Culture-
Substantive Culture-
Changing Actions
Changing Actions
Engineer quick successes to highlight
benefits of proposed cultural changes
Bring in new blood, replacing
traditional managers
Change dysfunctional policies
Change reward structure
Reallocate budget, downsizing and upsizing
Reinforce culture through both word and deed
Enlist support of cultural norms from frontline supervisors and
employee opinion leaders
31. 13-31
Grounding the Culture in
Grounding the Culture in
Core Values and Ethics
Core Values and Ethics
A culture based on ethical principles is
vital to long-term strategic success
Ethics programs help make
ethical conduct a way of life
Executives must provide genuine support
of personnel displaying ethical standards
in conducting the company’s business
Value statements serve as a
cornerstone for culture-building
Our ethics
program
consists of . . .
33. 13-33
Fig. 13.2: The Two Culture-Building Roles of a
Fig. 13.2: The Two Culture-Building Roles of a
Company’s Core Values and Ethical Standards
Company’s Core Values and Ethical Standards
34. 13-34
Fig. 13.3: How a Company’s Core Values and Ethical
Fig. 13.3: How a Company’s Core Values and Ethical
Principles Positively Impact the Corporate Culture
Principles Positively Impact the Corporate Culture
35. 13-35
Approaches to Establishing
Approaches to Establishing
Ethical Standards
Ethical Standards
Word-of-mouth indoctrination and tradition
Annual reports and Websites
Orientation courses for new employees
Training courses for managers and employees
Making stakeholders aware of a commitment
to ethical business conduct is attributable to
Greater management understanding of role
these statements play in culture building
Renewed focus on ethical standards
stemming from recent corporate scandals
Growing numbers of consumers who
prefer to patronize ethical companies
36. 13-36
Instilling Values and
Instilling Values and
Ethics in the Culture
Ethics in the Culture
Incorporate values statement and ethics
code in employee training programs
Screen out applicants who do not
exhibit compatible character traits
Frequent communications of the
values and ethics code to all employees
Management involvement and oversight
Strong endorsement by CEO
Ceremonies and awards for individuals
and groups who display the values
Institute ethics enforcement procedures
37. 13-37
Structuring the Ethics Compliance
Structuring the Ethics Compliance
and Enforcement Process
and Enforcement Process
Develop procedures for
Enforcing ethical standards and
Handling potential violations
Scrutinize attitudes, character, and work history of prospective
employees
Educate employees about what is ethical and what is not
Encourage employees to raise
issues with ethical dimensions
Explain how company values and the ethics
code apply at all levels of a company
Insist that company values and ethical
standards become a way of life
38. 13-38
Structuring the Ethics Compliance
Structuring the Ethics Compliance
and Enforcement Process
and Enforcement Process (continued)
(continued)
Form an ethics committee to give guidance on ethics matters
Appoint an ethics officer to head compliance effort
Establish an ethics hotline/Web site employees can use to
Anonymously report a possible violation
Get confidential advice on a
troubling ethics-related situation
Conduct an annual ethics audit
to measure extent of
Ethical behavior and
Identify problem areas
39. 13-39
Key Approaches to
Key Approaches to
Enforcing Ethical Behavior
Enforcing Ethical Behavior
Have mandatory ethics trainings for employees
Conduct an annual audit to assess
Each manager’s efforts to
uphold ethical standards
Actions taken by managers
to remedy deficient conduct
Require all employees to sign a statement annually certifying they
have complied with company’s code of ethics
Openly encourage employees to report possible infractions via
Anonymous calls to a hotline or
Posting to a special company Web site
40. 13-40
Establishing a Strategy-Culture Fit in
Establishing a Strategy-Culture Fit in
Multinational and Global Companies
Multinational and Global Companies
Institute training programs to
Communicate the meaning of core values and
Explain the case for common operating
principles and practices
Draw on full range of motivational and
compensation incentives to induce personnel
to adopt and practice desired behaviors
Allow some leeway for certain core values and principles to be
interpreted and applied somewhat differently, if necessary, to
accommodate local customs and traditions
43. 13-43
Leadership Activities of the
Leadership Activities of the
Strategy Implementer
Strategy Implementer
1. Stay on top of what’s happening
2. Put constructive pressure on
company to achieve good results
3. Keep company focused
on operating excellence
4. Lead development of stronger core
competencies and competitive capabilities
5. Exercise ethics leadership
6. Take corrective actions to improve overall strategic
performance
Carly Fiorina
Hewlett-Packard
44. 13-44
Role #1: Stay on Top
Role #1: Stay on Top
of What’s Happening
of What’s Happening
Develop a broad network of formal and informal sources of
information
Talk with many people at all levels
Be an avid practitioner of MBWA
Observe situation firsthand
Monitor operating results regularly
Get feedback from customers
Watch competitive reactions of rivals
45. 13-45
Role #2: Put Constructive Pressure on
Role #2: Put Constructive Pressure on
Company to Achieve Good Results
Company to Achieve Good Results
Successful leaders spend time
Mobilizing organizational energy behind
Good strategy execution and
Operating excellence
Nurturing a results-oriented work climate
Promoting certain enabling cultural drivers
Strong sense of involvement on part of company personnel
Emphasis on individual initiative and creativity
Respect for contributions of individuals and groups
Pride in doing things right
46. 13-46
Approaches to Instilling a
Approaches to Instilling a
Spirit of High Achievement
Spirit of High Achievement
Treat employees with dignity and respect
Make champions out of people who excel
Encourage employees to use initiative
Set stretch objectives and expectations that employees are to give
their best
Grant employees autonomy to contribute
Use full range of motivational techniques
and compensation incentives to
Inspire employees
Nurture a results-oriented climate
Enforce high-performance standards
Celebrate individual, group, company successes
47. 13-47
Role #3: Keep Organization
Role #3: Keep Organization
Focused on Operating Excellence
Focused on Operating Excellence
Promote openness to improving
how things are done
Support mavericks with creative
ideas to improve ways of operating
Ensure rewards for successful champions
are large and visible
Use all kinds of ad hoc organizational forms
to support experimentation
Use tools of benchmarking, best practices, reengineering,
TQM, and Six Sigma to focus attention on continuous
improvement
48. 13-48
Role #4: Promote Stronger Core
Role #4: Promote Stronger Core
Competences and Capabilities
Competences and Capabilities
Top management intervention is
required to establish better or new
Resource strengths and competences
Competitive capabilities
Senior managers must lead the effort because
Competences reside in combined
efforts of different work groups and
departments, thus requiring
cross-functional collaboration
Stronger competencies and capabilities
can lead to a competitive edge over rivals
49. 13-49
Role #5: Exercise
Role #5: Exercise
Ethics Leadership
Ethics Leadership
Set an excellent example in
Displaying ethical behaviors and
Demonstrating character and personal
integrity in actions and decisions
Make it a duty for employees to
Observe ethical codes
Report ethical violations
Encourage compliance and establish tough
consequences for unethical behavior
Our ethics
code is . . .
50. 13-50
Roles of a Manager in
Roles of a Manager in
Enforcing Ethical Behavior
Enforcing Ethical Behavior
Set an excellent ethical example
Provide training to employees
about what is ethical and what isn’t
Declare unequivocal support of ethics code
Act as final arbiter on hard calls
Remove people from key positions
if found guilty of a violation
Reprimand people lax in monitoring ethical compliance
51. 13-51
Actions Demonstrating Commitment
Actions Demonstrating Commitment
to a Strategy of Social Responsibility
to a Strategy of Social Responsibility
Craft a strategy that positively improves well-being of
employees, environment, communities, and society
Use social and environmental metrics
to evaluate company performance
Tie social and environmental performance
to executive compensation
Take special pains to protect environment
Take an active role in community affairs
Generously support charitable causes
and projects benefiting society
Support workforce diversity and commit
to overall well-being of employees
52. 13-52
Role #6: Lead the Process of
Role #6: Lead the Process of
Making Corrective Adjustments
Making Corrective Adjustments
Requires deciding
When adjustments are needed
What adjustments to make
Involves
Adjusting long-term direction, objectives, and strategy on an as-
needed basis in response to unfolding events and changing
circumstances
Promoting fresh initiatives to bring internal activities and
behavior into better alignment with strategy
Making changes to pick up the pace when results fall short of
performance targets