This document discusses organizational culture and how to shift culture. It defines culture as the shared values and rituals that integrate organizational members. It then outlines steps to shift culture such as aligning values with goals, rewarding demonstration of values, using daily huddles and storytelling to reinforce values, empowering employees, focusing on customers, collaboration, and training. It advocates for a flat structure with clear communication and decision making to drive performance. Finally, it discusses rolling out the culture shift through awareness campaigns, change ambassadors, training, and aligning diverse groups through common understanding and catalysts.
An academic analysis of cultural assessment tools available to organizations and hiring managers seeking to use culture as a selection criteria for applicants.
Few tips on how to develop organizational culture from what it really means to how you should go about it. From a key note speak with Digiladies group by Susanna Rantanen
This is the one of the skill which help us at the time doing any activity or task whatever relevant to technical or non-technical. It helps us to be give a best outcome in that field.
This presentation is on one chapter of the book called Strategy Safari by Henery Mintzberg . This helps you understand how should one look at a strategy. How an entrepreneur should be a visionary leader and have a visionary organisation and should adapt to the rapid change in the environment, It also includes how the learning and conclusions form the chapter
An academic analysis of cultural assessment tools available to organizations and hiring managers seeking to use culture as a selection criteria for applicants.
Few tips on how to develop organizational culture from what it really means to how you should go about it. From a key note speak with Digiladies group by Susanna Rantanen
This is the one of the skill which help us at the time doing any activity or task whatever relevant to technical or non-technical. It helps us to be give a best outcome in that field.
This presentation is on one chapter of the book called Strategy Safari by Henery Mintzberg . This helps you understand how should one look at a strategy. How an entrepreneur should be a visionary leader and have a visionary organisation and should adapt to the rapid change in the environment, It also includes how the learning and conclusions form the chapter
A presentation for students and young people seeking identify a career they can live on for a lifetime and enjoy the experience whiles on the career path.
We need blended organisational structures, capabilities, leadership, talent and culture for a sustainable competitive advantage. We need collaboration across boundaries, innovation, agility, digital enablement, culture engagement and strategic and embedded change management. We need leaders and HC to design, drive and enable organisational responsiveness.
Aashwasan Organizational Services have brought unprecedented results in over 250 organizations worldwide. It extends its services to organizations in the most unique and holistic ways. Aashwasan's scientific approach not only delivers exponential increase in performance but its unique services are able to render solutions even in the most unexpected situations. Visibility to a root cause analysis using Aashwasan ScienceTM is able to breakthrough barriers that stand in the way of an organization's survival, development and growth. The customized and unique ways that Aashwasan reaches institutions has been able to evolve organizations in a manner that reinforces hope, humaneness and inspiration in society. Aashwasan reaches out to the corporates, educational institutions, non governmental organizations, government owned institutions and organizations, hospitals, associations among others. Some of the organizations that have benefited from Aashwasan are Siemens, Epiance Inc, Sigma Aldrich, Reliance, Infosys, SPML, Stag Software, Ness Technologies, NASSCOM, Emirates Airlines, Vidya Niketan Public School, Mallya Aditi among others worldwide.
This presentation was given by Jack Moran from the Public Health Foundation at the 2011 NPHPSP Annual Training on Assessing and Building a Culture of Quality Improvement in Your Agency
Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach.
In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value
to manage change effectively and delivers a happier, innovative and better enterprise.
Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.
With benefits such as employee loyalty, job satisfaction and higher productivity, many believe that a distinct corporate culture is the key to the success of any business. For many organisations, their desired culture is defined by articulating a purpose, vision and values. However, research shows that only one in four employees strongly believe in their company’s values, and less than half know what their employer stands for.
This short webinar will provide insight on using communication to cultivate a distinct corporate culture, as well as tools and concrete action points that will instill a sense of belonging among employees, helping to boost job satisfaction, productivity and engagement in your organisation.
Helping identify who is on the bus, who is off the bus, and how to implement a progressive and healthy healthcare culture.
* 87% of companies find Company Culture as priority
* Netflix Manifesto Discusses Behaviors (as Values)
* GoreTek "we don't manage people, we expect people to
manage themselves"
* Good to Great companies hire from within
* Changing Culture takes relentlessness, consistency,
transparency, and tone at the top leadership
* Company Culture does not exist without embrace of
accountability
Culture plays a vital role in determining business performance. Culture also affects the way staff approach their job. This presentation to veterinary practice managers and owners highlights some of the key aspects of organisational culture
A presentation for students and young people seeking identify a career they can live on for a lifetime and enjoy the experience whiles on the career path.
We need blended organisational structures, capabilities, leadership, talent and culture for a sustainable competitive advantage. We need collaboration across boundaries, innovation, agility, digital enablement, culture engagement and strategic and embedded change management. We need leaders and HC to design, drive and enable organisational responsiveness.
Aashwasan Organizational Services have brought unprecedented results in over 250 organizations worldwide. It extends its services to organizations in the most unique and holistic ways. Aashwasan's scientific approach not only delivers exponential increase in performance but its unique services are able to render solutions even in the most unexpected situations. Visibility to a root cause analysis using Aashwasan ScienceTM is able to breakthrough barriers that stand in the way of an organization's survival, development and growth. The customized and unique ways that Aashwasan reaches institutions has been able to evolve organizations in a manner that reinforces hope, humaneness and inspiration in society. Aashwasan reaches out to the corporates, educational institutions, non governmental organizations, government owned institutions and organizations, hospitals, associations among others. Some of the organizations that have benefited from Aashwasan are Siemens, Epiance Inc, Sigma Aldrich, Reliance, Infosys, SPML, Stag Software, Ness Technologies, NASSCOM, Emirates Airlines, Vidya Niketan Public School, Mallya Aditi among others worldwide.
This presentation was given by Jack Moran from the Public Health Foundation at the 2011 NPHPSP Annual Training on Assessing and Building a Culture of Quality Improvement in Your Agency
Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach.
In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value
to manage change effectively and delivers a happier, innovative and better enterprise.
Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.
With benefits such as employee loyalty, job satisfaction and higher productivity, many believe that a distinct corporate culture is the key to the success of any business. For many organisations, their desired culture is defined by articulating a purpose, vision and values. However, research shows that only one in four employees strongly believe in their company’s values, and less than half know what their employer stands for.
This short webinar will provide insight on using communication to cultivate a distinct corporate culture, as well as tools and concrete action points that will instill a sense of belonging among employees, helping to boost job satisfaction, productivity and engagement in your organisation.
Helping identify who is on the bus, who is off the bus, and how to implement a progressive and healthy healthcare culture.
* 87% of companies find Company Culture as priority
* Netflix Manifesto Discusses Behaviors (as Values)
* GoreTek "we don't manage people, we expect people to
manage themselves"
* Good to Great companies hire from within
* Changing Culture takes relentlessness, consistency,
transparency, and tone at the top leadership
* Company Culture does not exist without embrace of
accountability
Culture plays a vital role in determining business performance. Culture also affects the way staff approach their job. This presentation to veterinary practice managers and owners highlights some of the key aspects of organisational culture
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
Beyond compliance: the role of HR in driving business performance
Guest speaker: Ian Turner, Global Learning & Development Business Partner from Specsavers Optical Group
Ian Turner has over twenty-five years’ experience in retail operations as well as learning and development. Ian has worked across several large national and international blue-chip organisations working as a leader, trainer, facilitator, coach and passionate advocate of the 70-20-10 model, creating innovative blended learning solutions to drive individual or team capability and business performance. Most recently Ian has worked with the Specsavers HR Team to support the development of the HR Business Partner role to deliver key strategic business goals. When not involved with learning and development you will find Ian working on his second passion, that is, restoring classic British and Japanese motorcycles of the 60's and 70's.
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
A joint event between South Wales & West of England branch and Women in Project Management (WiPM) SIG, this served as an introduction for the branch membership to the WiPM SIG; its activities, volunteering opportunities and the 21st anniversary celebrations, as well as diversity initiatives. The WiPM chair Teri Okoro, introduced this session.
This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
In this presentation you will learn the business value of culture and how Salesforce brings its culture to life. You will Understand Why Culture and Values Matter and be Explore the Salesforce Ohana Culture and Values, and also Build a Plan to Bring our Culture and Values to Life.
1. C U LT U R E S H I F T
A T I M E F O R C H A N G E
2. CULTURE – WHAT WHERE HOW?!
“Culture is how organizations ‘do things’.” Robbie Katanga
“Organizational culture defines a jointly shared description of an organization from within.” Bruce
Perron
Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the
members of the organization.” Richard Perrin
With so much buzz about culture, it sure must mean something – something BIG!
3. SO, WHAT IS IT AGAIN – CULTURE. OK… BUT HOW!
Core
Values in
line with
company
goals
• Trust
• Commitment
• Accountability
• Collaboration
Walk the
Talk
• Live up to claims
Reward
• Reward people for
exhibiting core
values
• Inspire others to
emulate these
behaviors
Daily
huddle
Story
telling /
OD
Unlocking ways and means
to define Culture.
Begin with the end in mind
– Stephen Covey
Reiterate core values /
behaviors at meetings
• Create an experience via story
telling, living the core values
• Use OD mechanisms to instill
values
4. BUILDING AN ETHOS OF PERFORMANCE & INNOVATION
High
Performance
Empowerment
& Authority +
effective PM
process
Leadership
Capabilities
Customer
centric
Communication
& Collaboration
Training
Reward
appropriate
behaviors
Open, listen to ideas, create innovation time
Bottom up innovation
Provide autonomy
Analyze behaviors with psychometric tools to harness creativity
Spurring Innovation!
5. ENVISIONING A FLAT STRUCTURE
Flat
Structure
Structure
Communication
Decision
making
Performance
Production
Productivity
Team and Company vision
Personal Goals matter
Have Fun, Keep Score, Will Win!
Constant state of improvement
A drive to achieve the
best!
6. METAMORPHOSING TO SUCCESS!
Awareness /
Learning /
Practice
• Publicity via road shows / campaigns / internal bulletins
• Understanding the context / assimilating the ambiguity
• Translating the ‘why’ to ‘how’ and sustain the behaviors
Percolation
• Change Ambassadors who would champion this cause
• Utilize the Adoption Model to attain greater success
Cultural &
Behavioral
training
• Trainings and activities to ease employees into the new culture
• To acclimatize everyone through behavior focused initiatives
Collaboration
• Steward the campaign via functions of Leadership, Human Resources & Communication
• Surrounding yourself with the right people
7. UNITY IN DIVERSITY – ALIGNING THE DIVERSE GROUPS
• Understanding each groups’ behaviors and drawing a common ground
• Make use of the change catalysts to drive behavior
• Leverage the nuances of market competition from the new blood that has come in via
engineers & product managers; parallely assimilate organization culture from the sales
team
8. LO AND BEHOLD, IT’S NOT THAT HARD, IS IT!
The need
• Marketplace
readiness
• Skill shift of
employee
Understand
those involved
• Robust
communication
strategy
• Get into the
minds of
employees
affected
Aim to
engage
Share good
/ bad
examples
Mode of
propagation
9. C H A N G E I S T H E L A W O F L I F E A N D T H O S E W H O L O O K O N LY T O
T H E PA S T O R P R E S E N T A R E C E R TA I N T O M I S S T H E F U T U R E
Editor's Notes
Defining company culture would call for the below actions. Building culture is a huge task, and involves a lot of critical elements to it.
First, I would urge for a set of core values and beliefs to be finalized for the organization. It is through these values that the company’s culture can be arrived at.
Trust, Commitment, Accountability & Collaboration are the values that will uphold in it’s day to day operations. Through these values, desired behaviors will be framed and ultimately lead to smooth functioning.
So, how are these core values devised?
organization’s set of seasoned, tenured employees would get together to frame these values, as the CEO has some initial thought on it already.
Few Change Ambassadors would be identified.
We would then frame the set of desired behaviors that we want to achieve keeping in mind the core values.
Demonstrating trust via giving them autonomy and staying assured that the task given will be completed.
Demonstrating commitment by keeping one’s word – when anyone takes up a task for completion & so forth, for the other values.
Secondly, living up to what has been put down.
As in, leadership and the Change Ambassadors would reiterate these values / behaviors in their daily actions.
Very clearly define and articulate these behaviors expected.
Thirdly, rewarding people who demonstrate these values in teams / with others will also help in defining the culture and build a strong foundation.
Via daily huddle / stand up meetings, make it a point to set aside 5 mins to percolate the culture and values across all.
Use this forum to speak about what went well living it up in the past 24 hours about these core values.
Use story telling / OD initiatives to ring in the true spirit of the value system.
Story telling can be used as a very powerful tool to share experiences that the team has had with customers / stakeholders in demonstrating these values.
OD initiatives can be used to resolve issues / problems that the team is facing.
For eg., any team with a collaboration concern can be asked to come forward and a tool like Johari Window can be used to bring out the blind spots.
Also, OD initiatives can be used to drive the changes i.e. role plays instilling values of trust, commitment, accountability & collaboration.
Taking few of the aspects that the CEO wishes to portray, I have showcased High Performance culture, Innovation, a flat structure & determination to achieve more.
The actions leading towards these have been mentioned, and how they are entwined with the core values.
Creating a culture of High Performance:
- An effective PM system which lays emphasis on shared vision, transparent rewards, customer centric & timely feedback would be pivotal to the new culture.
This would embody the core value of trust and accountability.
Empowerment & authority should be bestowed upon deserving employees who would take the teams to the next level. This way they would be trusted and this leads to them giving their 100% to the organization.
- Leadership capabilities, via grooming to-be leaders; who would in turn with their skills look at collaborating amongst teams and people.
This would result in greater collaboration, as a value.
- Integrating customer centricity with communication and collaboration; ensuring that the brand – organization, people, mission and purpose are all aligned.
- Encouraging training and development amongst all would inculcate a culture of learning and growth. Gaining additional skills would only help in contributing better to the organization; thereby living the value of commitment.
- Rewarding high performers would also ring in the desired culture.
Driving a culture of innovation:
- Encourage creativity by listening to all, being open and eradicating a sense of being judgmental. Have a dedicated segment of Innovation Time for all.
As Google has 20% of employees’ time dedicated toward innovation, and start up ideas, have a similar culture which spurs innovation. Collaboration.
- Ensure that innovation ideas come bottom up, across all cadres. Ideas spread horizontally.
- Providing autonomy to employees to do their job lets them trust you. Stating the results, and what is expected – leave it to employees to decipher. This would result in accountability being displayed.
- Gain insights in employees’ personalities by administering psychometric tools like MBTI, which would help you harness the creative lot. And of course, just innovation and creativity will not do. This would also help you find the other people who are good at executing / operations, so – the entire team is ready to get on the new innovation project!
A culture of flat structure
- With organization being small, a flat structure will be easy to work with as there would be less managers, having a larger span of control. Due to the reduced number of layers, the output would be greater, sans red tapism and bureaucracy.
- Communication would be easier, and this would lead to greater collaboration, as a value. This can also lead to greater innovation.
- With a flat structure organization can see itself as lean and fit, and decision making will be easier without any delays. organization can be more agile.
Determination / Pushing themselves
- Having in mind organization’s company vision would help in achieving the daily tasks – result in displaying commitment as a core value.
- Ensuring that the teams share their personal goals / off work with each other would help in collaboration, knowing that your team mate has bungee jumping as bucket list would definitely help in bonding better.
- Constant learning would help in increasing each employee’s learning agility and in totality contribute to organization’s growth.
Few challenges that I foresee in implementing the cultural change activities
- Awareness / Learning / Practice : how would organization employees be aware that a change has taken place?
The learning – change in behavior is perceived to be the most difficult in such a scenario.
Having people muster the energy and discipline to alter the habits and put them into practice is a definite challenge again.
So, in response, to create awareness, having a road show / floor walk / town hall with organization leadership speaking on these cultural changes / core values would certainly help. Campaigns / internal bulletins / workplace images / desktop screensavers.
Helping employees understand the context setting is critical, organization senior leads would pitch in here.
Also, putting these behaviors into practice is also a challenge, this would be done by inculcating the right behaviors via behavioral training and then rewarding these repeated behaviors.
- Assimilation by employees and then the cascade to all levels is pivotal. This can be a challenge as it has to be guaranteed that the message reaches the last drop.
To instill these values, Change Ambassadors would be identified who are seasoned employees who have an understanding of organization’s current employees and are also open enough to welcome new changes.
The Change Ambassadors would be from across the organization, selected on the basis of their networks, credibility, influence and ability to communicate.
Once identified, then the changes in the PM system / activities for innovation / restructuring to make it a flat organization would be told to them, who would then spread the message across.
In every scenario, there are innovators, early adopters, early majority, late majority & laggards. This change to become a success, would be aimed at early majority & late majority. Regular meetings would take place post their communication to check on the pulse of the change.
- Behavior focused initiatives would be in place to give employees the skills they need to embrace the change.
For instance, instilling a culture of innovation, the Change Ambassadors would have initial meetings wherein everyone watches TED talks / inspirational stories to spur innovation.
Another way is through organizational development (OD) methods that would involve interpersonal and group techniques. Interpersonal and group-based OD techniques & interaction in face-to-face groups. Teambuilding would be used to help teams focus on achieving organizational goals.
- Collaborating with the right people at this juncture would mean for success of the program.
Assembling a great team is crucial to a successful change management program. It is not possible to do everything, so we must leverage external expertise.
I would recognize the need to combine elements of Leadership, Human Resources and Communications.
Post these actions, a dip stick survey would be administered to check if our efforts have really paid off, or any changes required.
The most important aspect of a cultural shift – Communication. Communication. Communication.
I would take the help of appropriate departments – MarCom / Leadership.
- Firstly, I would help communicate the need for this cultural shift.
Why are we doing it?
As, in 2015, it came to realization that the ad network model was no longer the game changer, organization decided to shift base to an ad technology company.
Here, I would take the help of the CEO (Rama) to bring in his thoughts as to why the change was critical and what would be the benefit to organization / employees. As there was also a skill shift, there would be apprehensions voiced on the job security. This would be addressed as appropriate.
Here it is imperative that he touches upon the external market scenario – has to be specific and consistent, in explaining why the culture of the past is no longer viable or relevant in this context.
- Understanding those involved : Begin with organization employees to understand what is going through them. Answer their anxieties as to why a change is being done.
- Aiming to engage via employees of organization and the management coming together to talk it out. Ideal would be informal brown bag lunches or coffee connects. These aim at being a not-so-serious event yet communicate the point.
- Sharing good and bad examples: Sharing the success stories about individuals or teams that have fully embraced the new culture is a good way.
Also, managers can share the failures and describe the times when they or others did not live up to the new values and goals.
Admitting one’s own mistakes as a leader in this case is especially powerful.
- Mode of propagation : would not be via leadership / MarCom alone but also most importantly, our Change Ambassadors. They are the people who would really connect on ground. Their affiliation and influence would trickle down to all the levels due to their connect and presence.
Apart from these, OD / team initiatives / physical modes – bulletins, danglers in the office space, online – screen savers