Don’t Let Your Company CultureJust Happen

1. Presentation
on
Don’t Let Your Company Culture
Just Happen (Article)
By Alexander Osterwalder and Kavi Guppta
(7 July 2016)
Presented By
Narinder Kumar
Roll No. 1300715
Dept.HRM&OB
Semester 3rd

2. • What is culture with example
• Introduction of Article
• Key elements of Organization culture(culture map)
• Outcomes
• Behaviors
• Enablers and blockers
• Three things you can do together in order to begin
the conversation

3. Simple definition of Organization culture is:-
Culture is “the way we do things around here”
or
Culture is what we do when we think no one is
looking.
visible symbols
Lessons culture survival
Underlying principles

4. Introduction
Right now 7 out of 10 people in your organization are not
actively engaged at work. Disengaged workforces are a
global problem; and the costs are high. In the U.S. alone,
companies are hemorrhaging $450 billion to $550 billion in
lost productivity each year.
We believe the answer is culture—the formal and informal
values, behaviors, and beliefs practiced in an organization.
Very few companies intentionally work on their culture—in
fact, many companies just let culture happen.
XPLANE founder Dave Gray says that a company’s culture is
like a garden. You can design culture but nature will still be
a force. You can’t control everything about your culture but
you can intentionally take it into your own hands. Culture
will emerge through constant care and nurturing.

5. The Culture Map is simply a tool to help you facilitate
a conversation with you and your team.
Key Elements of organization culture
Outcomes
Behaviours
Enables and blockers

6. Outcomes:-What are you trying to achieve?
The outcomes you’re trying to avoid may include:
• People perform poorly
• People hate coming to work
• People have checked out
Desired outcome
• People are happy at work
• People are engaged
• People do their best work
Your desired outcomes may often be the opposite of your
undesired outcomes but it might be helpful to think
about what your company has and what your company
may desire
Outcomes:-What are you trying to achieve?

7. Behaviors—the very visible part of your culture. These are
the actions people perform every day that result in the
outcomes you’ve just listed. That is, what do you want
people in the organization doing and not doing?

8. Individual
behaviors
• Undesired:-Show little interest in their work, avoid
responsibility
• Desired:-People show passion for their work, are
transparent about their work and progress, people take
ownership; and most importantly, people look forward to
coming into work.
Team
behaviors
• Undesired:-Participate in in-fighting and blaming, look out
for oneself, have a personal agenda, sabotage projects.
• Desired:-Collaborate and help each other, are open and
honest, have fun.
Leadership
behaviors
• Undesired:-Care about personal power and prestige, only
focus on quarterly numbers.
• Desired:-Listen to teams, help people grow.
BEHAVIORS TYPES AND EXAMPLES UNDESIRED
AND DESIRED

9. This is where you have the ability to influence the outcomes
and behaviors you’ve identified. The enablers and blockers
are the formal and informal levers that leaders, teams, and
individuals can intentionally pull to drive a company’s
culture.

10. Incentives
Context and
rules
People
Leadership
Think carefully about each of
these four elements:

11. Company culture can feel like a beast, which is why many
leaders avoid having these tough conversations. But there
are small ways to get started. Here are three things you can
do together in order to begin the conversation in:
10+ minutes:-Do a quick
assessment to map your
current culture. Have
everyone think hard about
enablers and blockers.
Quickly capturing your
current culture will allow
you to carry over any
existing enablers and
positive behaviors that can
also work in your desired
culture.
60+ minutes:-In a
slightly longer session
you can facilitate a
shared understanding
of your current culture
with people
contributing their
perspectives
Collaboration is key.
180+ minutes:-In this long
session, you can move to
defining your desired
culture and kick off a
conversation about how
the company can move
from the current culture
to its desired culture.
Individuals, teams, and
leadership can collaborate
to discuss and capture the
desired enablers and
behaviors that everyone
can begin to experiment
with and implement
internally.