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ORGANIZATIONAL CULTURE
PROPOSAL
Tabla de
Contenido
Background
…………………………………………………………….. 3
Purpose
…………………………………………………………….. 4
Proposed Principles
…………………………………………………………….. 5
The Gist Behind This Fundamentals
…………………………………………………………….. 6
Customer Principle
…………………………………………………………….. 7
Team Principle
…………………………………………………………….. 9
Legacy Principle
…………………………………………………………….. 11
Proposed Implementation Approach
…………………………………………………………….. 13
Conclusions
…………………………………………………………….. 17
Background
Many successful companies around the globe have pro-
ven that a strongly encouraged organizational culture ha-
ve a tremendous impact in the success of their busines-
ses. Companies like Autozone, Toyota and Amazon define
fundamentals, principles for how things must be done in
their respective companies, achieving world-wide fame
and acknowledgement, ensuring that principles are met
in the every day operation.
The repeated action became a lifestyle for its members,
whom at the same time embrace and nurture the culture,
contributing to expanding it in the organization, to the
point to pioneering in designing complete operation mo-
dels that effectively assure quality and reduce risk in the
company operations.
3
Purpose
“To increase and sustain significant performance in the organization
business development.”
For that, here is a proposal for a set for principles, fun-
damentals that help achieving the company goals and
their implementation across the organization.
4
Proposed Principles
Simplicity is key, the proposal is to keep terms shorts and memo-
rable by association, we start with three basic points.
Customer, Team and Legacy. Each one of these three basic points
has three more fundamentals associated with, extending the or-
ganizational culture scope, Customer extend to Urgency, Curiosity
and Long-term, Team extends to Trust, Motivation and Challenge,
and Legacy extendes to Simplification, Specialization and Standa-
rization, like in the following chart.
The Goal: To have in mind minimal but
significant concepts, avoid pointless
memorization and encouraging common sense.
5
The Gist Behind these Fundamentals
As an IT initiative, the basis for this proposal is the Unix
Philosophy, the same source of inspiration for the modern
project management frameworks and the industry trend
for microservices: Single task, work togheter, universal in-
terface, test early, build your framework ever day.
The success cases of the famous organizational culture
already cited and a positive principles from the Optimist
Creed, for every culture is made by people, with strong
feelings and emotions with potential to impulse them to
reach higher grounds.
6
Customer Principle
The business world speed is increasing, Agile frameworks
has been adopted in order to deliver sooner. That's why
Urgency came into game. Urgency in a sense of action,
not in a sense or emergency.
When everything is urgent, important things may be dela-
yed, so the Urgency we propose is different: focused and
constant will to deliver, directing our actions to imple-
ment, from the very beginning.
Customer list is the most important asset in any business, provide value to our customers is the
key to commercial success. First thing in mind must be customers, it may seem pretty obvious but
this principle is commonly forgotten.
7
Customer Principle
Curiosity is key to innovation, to think outside the box,
to be creative, we must wonder. So the organization cul-
ture must thrive for team members to be curious about
our customers needs and problems, also about their cu-
rrent process and values. The more we wonder, the more
we learn.
Long-term vision is what success is made from,
the more short-shightened we became, the more
fire quencher the organization will be. Customer
is not someone that just purchase products from
us once in a while, a customer is someone that
purchase regularly, demand service and pay for
it.
The success of any relational business lies in
mantain a solid base of regular customers. Ask
ourselves "what can we do to foment long term
solutions to ensure constant mutually benefical
relationships?".
8
Team Principle
Second major asset in any business is their people. In order to have the best people a company can
take two specific actions: To hire the best and to form the best.
Organization culture focus in form the best, not just by training but to aim
to achieve this goal in every day-to-day task.
Here is where Trust come into play, to ac-
complish full proactive independant initiati-
ves from team members, Trust is a must,
trust in oneself, in teammates and in mana-
gement, that everybody know their stuff
and act according to the goal.
9
Team Principle
Motivation is more than desire, is reason, is
the why we do what we do, the source of our
will. In order to keep business growing, the
people must be motivated to get the work do-
ne.
Nothing kills motivation like steadiness, slow
motion, monotonous work. Here enters the
Challenge principle, to constant improve our-
selves in order to achieve better results we
need constant challenge, inspiring healthy
competition and commitment.
10
Legacy Principle
Commonly viewed as burden, outdated pieces of past work, legacy is long-term view applied to process. Every
learned lesson should be condensed as simply as it can gets, and abstracted enough to be useful in as many
escenarios as possible.
Here comes the factor of Simplification: Less is more, the mo-
re brief and clear a process is, the better.
Third most valuable asset in organizations are processes, tangible way to do things, playbook to
draw upon, the factual culture to inherit newcomers.
11
Legacy Principle
Specialization is concentrated expertise, it combines both
ownership and adaptation, every process and piece of docu-
mentation must be clear and consice to fully understand
one specific topic.
And last but not least, all processes must have an intiutive
and similar interface, and Standarization form and way to
communicate information, seeking to develop a natural, or-
ganic way to perform work.
12
Proposed Implementation Approach
Is important to focus in action so we wil have short time
delivery goals and a continuous integration via an itera-
tive process.
There are four main risks to mitigate:
The approach is simple: Identify risks, define an strategy for mitigation, perform proper actions
and set a milestone to lean on.
13
Communication
Bad communication will end in a lousy organizational culture. With incomplete, deficient
communication productivity will drop, and mistakes frequency will rise, leading to a disas-
trous culture.
Clear, complete, concise communication is the first step in order to implement a culture in
the organization.
How to ensure crystal clear Communication?
With minimalism. More often that not, written and oral
communication is unnecesary verbosa.
The proposal is to include minimalistic speech in culture,
talk with the less words as possible.
14
Understanding
Lack of understanding the proposed organization culture will take us in a wrong direction,
to adopt we need to comprehend, to be proposeful we need realization, so if the team
members in the organization do not quite grasp the culture, confusion will reign and
apathy will growth.
How to make the culture speech comprehensible?
Simple: With Simplicity. The less elements in the culture's
speech the less difficult to understand, the more attractive
and the best results gained. Priorization, remove the unne-
cesary and allow a direct line between organization mem-
bers and culture promotors is the way to go.
15
Environment
Without a likable environment, every effort to implement a successful organizational cultu-
re is doom. Uncomfortable, anxious work environment leads to improper conduct at work,
the constant anxiaty ends up in high rates of turnover.
How to ensure an enjoyable working environment?
This is one of the most difficults things to do. Happy peo-
ple make happy environments. Keep people happy by a
sense of usefulness, with the focus in acknowledgement to
pro-positive actions and original ideas.
Encouraging team integration in lunchs and workshops
with feedback purposes with regularity will develop a sen-
se of comfort in the organization.
16
Commitment
An uncompromising team simply not gonna put effort enough, nor last enough to make
the culture permanent.
How to Accomplish that the Team Members Wear the
Company's Colors?
That sense of belonging that drive people to give the best of theirsel-
ves, is not an esy feat to achieve, it will need constant valorization to
the people, grant responsability to team members and overall des-
centralization.
Strict hierarchies make people feel like outsiders, like mere vendors
instead of an important part of the organization.
17
Conclusions
A successful organizational culture brings integration and values to the organization members, makes the on-
boarding and adaptation easier and improve overall performance for the company.
The present proposal simplicity ensures that the "to do's" are crystal clear for the team and its members, and in
case of ambiguity, the very same principles form a strong sense of orientation for any well cultered team mem-
ber became a pathfinder, solution oriented person and even more, contributes for the long-term solution, paving
the road for permanent way to do things and spreading word, contributing to a dynamic, evergreen organization
playbook.
As simply as the seem, if we follow these principles we can firmly rely that a rock solid wide vision organizational
culture will be built every day, through permanent consistent teamwork, responsible management and com-
mitted leadership.
18
Author
Luis Espino
Technical Dev Leader
I am passionate about
technology, programming, motivatio-
nal speechs,
entrepreneurship,
creativity and innovation.

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High Performance Organization Culture Proposal

  • 2. Tabla de Contenido Background …………………………………………………………….. 3 Purpose …………………………………………………………….. 4 Proposed Principles …………………………………………………………….. 5 The Gist Behind This Fundamentals …………………………………………………………….. 6 Customer Principle …………………………………………………………….. 7 Team Principle …………………………………………………………….. 9 Legacy Principle …………………………………………………………….. 11 Proposed Implementation Approach …………………………………………………………….. 13 Conclusions …………………………………………………………….. 17
  • 3. Background Many successful companies around the globe have pro- ven that a strongly encouraged organizational culture ha- ve a tremendous impact in the success of their busines- ses. Companies like Autozone, Toyota and Amazon define fundamentals, principles for how things must be done in their respective companies, achieving world-wide fame and acknowledgement, ensuring that principles are met in the every day operation. The repeated action became a lifestyle for its members, whom at the same time embrace and nurture the culture, contributing to expanding it in the organization, to the point to pioneering in designing complete operation mo- dels that effectively assure quality and reduce risk in the company operations. 3
  • 4. Purpose “To increase and sustain significant performance in the organization business development.” For that, here is a proposal for a set for principles, fun- damentals that help achieving the company goals and their implementation across the organization. 4
  • 5. Proposed Principles Simplicity is key, the proposal is to keep terms shorts and memo- rable by association, we start with three basic points. Customer, Team and Legacy. Each one of these three basic points has three more fundamentals associated with, extending the or- ganizational culture scope, Customer extend to Urgency, Curiosity and Long-term, Team extends to Trust, Motivation and Challenge, and Legacy extendes to Simplification, Specialization and Standa- rization, like in the following chart. The Goal: To have in mind minimal but significant concepts, avoid pointless memorization and encouraging common sense. 5
  • 6. The Gist Behind these Fundamentals As an IT initiative, the basis for this proposal is the Unix Philosophy, the same source of inspiration for the modern project management frameworks and the industry trend for microservices: Single task, work togheter, universal in- terface, test early, build your framework ever day. The success cases of the famous organizational culture already cited and a positive principles from the Optimist Creed, for every culture is made by people, with strong feelings and emotions with potential to impulse them to reach higher grounds. 6
  • 7. Customer Principle The business world speed is increasing, Agile frameworks has been adopted in order to deliver sooner. That's why Urgency came into game. Urgency in a sense of action, not in a sense or emergency. When everything is urgent, important things may be dela- yed, so the Urgency we propose is different: focused and constant will to deliver, directing our actions to imple- ment, from the very beginning. Customer list is the most important asset in any business, provide value to our customers is the key to commercial success. First thing in mind must be customers, it may seem pretty obvious but this principle is commonly forgotten. 7
  • 8. Customer Principle Curiosity is key to innovation, to think outside the box, to be creative, we must wonder. So the organization cul- ture must thrive for team members to be curious about our customers needs and problems, also about their cu- rrent process and values. The more we wonder, the more we learn. Long-term vision is what success is made from, the more short-shightened we became, the more fire quencher the organization will be. Customer is not someone that just purchase products from us once in a while, a customer is someone that purchase regularly, demand service and pay for it. The success of any relational business lies in mantain a solid base of regular customers. Ask ourselves "what can we do to foment long term solutions to ensure constant mutually benefical relationships?". 8
  • 9. Team Principle Second major asset in any business is their people. In order to have the best people a company can take two specific actions: To hire the best and to form the best. Organization culture focus in form the best, not just by training but to aim to achieve this goal in every day-to-day task. Here is where Trust come into play, to ac- complish full proactive independant initiati- ves from team members, Trust is a must, trust in oneself, in teammates and in mana- gement, that everybody know their stuff and act according to the goal. 9
  • 10. Team Principle Motivation is more than desire, is reason, is the why we do what we do, the source of our will. In order to keep business growing, the people must be motivated to get the work do- ne. Nothing kills motivation like steadiness, slow motion, monotonous work. Here enters the Challenge principle, to constant improve our- selves in order to achieve better results we need constant challenge, inspiring healthy competition and commitment. 10
  • 11. Legacy Principle Commonly viewed as burden, outdated pieces of past work, legacy is long-term view applied to process. Every learned lesson should be condensed as simply as it can gets, and abstracted enough to be useful in as many escenarios as possible. Here comes the factor of Simplification: Less is more, the mo- re brief and clear a process is, the better. Third most valuable asset in organizations are processes, tangible way to do things, playbook to draw upon, the factual culture to inherit newcomers. 11
  • 12. Legacy Principle Specialization is concentrated expertise, it combines both ownership and adaptation, every process and piece of docu- mentation must be clear and consice to fully understand one specific topic. And last but not least, all processes must have an intiutive and similar interface, and Standarization form and way to communicate information, seeking to develop a natural, or- ganic way to perform work. 12
  • 13. Proposed Implementation Approach Is important to focus in action so we wil have short time delivery goals and a continuous integration via an itera- tive process. There are four main risks to mitigate: The approach is simple: Identify risks, define an strategy for mitigation, perform proper actions and set a milestone to lean on. 13
  • 14. Communication Bad communication will end in a lousy organizational culture. With incomplete, deficient communication productivity will drop, and mistakes frequency will rise, leading to a disas- trous culture. Clear, complete, concise communication is the first step in order to implement a culture in the organization. How to ensure crystal clear Communication? With minimalism. More often that not, written and oral communication is unnecesary verbosa. The proposal is to include minimalistic speech in culture, talk with the less words as possible. 14
  • 15. Understanding Lack of understanding the proposed organization culture will take us in a wrong direction, to adopt we need to comprehend, to be proposeful we need realization, so if the team members in the organization do not quite grasp the culture, confusion will reign and apathy will growth. How to make the culture speech comprehensible? Simple: With Simplicity. The less elements in the culture's speech the less difficult to understand, the more attractive and the best results gained. Priorization, remove the unne- cesary and allow a direct line between organization mem- bers and culture promotors is the way to go. 15
  • 16. Environment Without a likable environment, every effort to implement a successful organizational cultu- re is doom. Uncomfortable, anxious work environment leads to improper conduct at work, the constant anxiaty ends up in high rates of turnover. How to ensure an enjoyable working environment? This is one of the most difficults things to do. Happy peo- ple make happy environments. Keep people happy by a sense of usefulness, with the focus in acknowledgement to pro-positive actions and original ideas. Encouraging team integration in lunchs and workshops with feedback purposes with regularity will develop a sen- se of comfort in the organization. 16
  • 17. Commitment An uncompromising team simply not gonna put effort enough, nor last enough to make the culture permanent. How to Accomplish that the Team Members Wear the Company's Colors? That sense of belonging that drive people to give the best of theirsel- ves, is not an esy feat to achieve, it will need constant valorization to the people, grant responsability to team members and overall des- centralization. Strict hierarchies make people feel like outsiders, like mere vendors instead of an important part of the organization. 17
  • 18. Conclusions A successful organizational culture brings integration and values to the organization members, makes the on- boarding and adaptation easier and improve overall performance for the company. The present proposal simplicity ensures that the "to do's" are crystal clear for the team and its members, and in case of ambiguity, the very same principles form a strong sense of orientation for any well cultered team mem- ber became a pathfinder, solution oriented person and even more, contributes for the long-term solution, paving the road for permanent way to do things and spreading word, contributing to a dynamic, evergreen organization playbook. As simply as the seem, if we follow these principles we can firmly rely that a rock solid wide vision organizational culture will be built every day, through permanent consistent teamwork, responsible management and com- mitted leadership. 18
  • 19. Author Luis Espino Technical Dev Leader I am passionate about technology, programming, motivatio- nal speechs, entrepreneurship, creativity and innovation.