This document discusses the importance of organizational culture and its impact on company success. It notes that 86% of millennials would take a pay cut to work for a company with aligned values, compared to only 9% of baby boomers. It also discusses four levels of culture according to Edgar Schein - espoused values, enacted values, basic assumptions, and observable artifacts. Finally, it outlines four critical actions for defining and aligning a company's culture, including defining desired values and behaviors, aligning culture with strategy and processes, connecting culture to accountability, and aligning culture with the company brand.

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“Culture Eats Strategy for
Breakfast”
Peter Drucker.

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“The soft stuff is the hard stuff.” Jack Welch

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Organiza/onal culture & its impact on company success

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86 % of millennials would take a pay cut to work at a company
where the companies values are in tune with their own
( CNBC -The new Workplace Culture report –LinkedIn – June 2018).
Only 9 % of boomers said they would take a pay cut in order to
work at a company where the mission aligned with their own.

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Law of Raspberry Jam – Alvin Toffler
(Future Shock/Power Shift/Third Wave)
“The wider you spread it, the thinner it gets.”

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You can put lipstick on a pig ...but it’s still a pig

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Organizational Culture: Edgar Schein
A pattern of shared basic assumptions learned by a group
as it solved its problems of external adaptation and internal
integration.

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4 levels of culture
1. Espoused Values
Values championed by a
company’s leadership

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4 levels of culture
2. Enacted Values
How people actually
behave

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4 levels of culture
3. Basic
Assump/ons
Deeply held beliefs that
guide behavior telling
people how to behave,
perceive and think. (O@en
unconscious)

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4 levels of culture
4. Basic Observable
Artefacts
• Architecture & physical
surroundings
• Brand
• Products
• Technologies
• Systems
• Style (clothing- art-
publicaMons)
• Published values/mission
statements
• Wall charts
• Back of house
• Policies and Procedures
• Myths stories rituals

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4 CriMcal AcMons

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1. Define a set of desired values and behaviour's.

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Have you…
Clearly
described the
values &
behaviors you’re
seeking?
“No MBA speak”
Made sure
people can
really
understand &
relate your
culture to day -
to-day
behavior.
Crafted behavioral
descriptors for
each value you
define & articulated
they translate into
actionable
behaviors at all
levels
(From front-line to
executives).

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2. Align culture with strategy and processes.
Review your mission, vision and values &
consider how they line up with current
business processes?
(Including hiring, performance management,
compensaFon, benefits and the promoFon of talent)

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3. Connect culture and accountability.
It is easy, particularly in difficult times,
to forget the values you set in place to
define your organisation.

20. 4. Align your
culture with your
brand.
Culture must resonate with both
employees and the marketplace.
This is especially relevant in our current
online world, where today’s bad
customer experience can become
tomorrow’s viral sensation.

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Brand-Culture Interface

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Amazon Letters to shareholders:-Jeffrey P. Bezos
Founder and Chief Executive Officer- Amazon.com, Inc.
• 1997 = Obsess Over Customers
• 1998–We intend to build the world’s most customer-centric company.
• During 1999, our relentless focus on customers worked
• 2000- We have the brand, the customer relationships, the technology, the fulfillment infrastructure, the
financial strength, the people, and the determination to extend our leadership in this infant industry
and to build an important and lasting company. And we will do so by keeping the customer first.
• 2001 -Relentless commitment to keeping the customer first.
• 2002- Continue to drive customer experience.
• 2003 -We have a strong team of hard-working, innovative folks building Amazon.com. They are
focused on the customer and focused on the long term.
• 2005 - We will continue to focus relentlessly on our customers.
• 2010 -Start with customers, and work backwards. Listen to customers, but don’t just listen– also
invent on their behalf.
• 2016 -I’m talking about customer obsession rather than competitor obsession, eagerness to invent
and pioneer, willingness to fail, the patience to think long-term, and the taking of professional pride in
operational excellence.
• 2017 -You can be competitor focused, you can be product focused, you can be technology focused,
you can be business model focused, and there are more. But in my view, obsessive customer focus is
by far the most protective of Day 1 vitality.

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Is yours a brand...a story worth
sharing?

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Stories = SHAREABILTY!!!

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"People will forget what you said, people will
forget what you did, but people will never forget
how you made them feel."
Maya Angelou

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YES!! “The soft stuff is the hard
stuff.”

27. “Doing it is
easy…
Making the
decision to do
it is HARD!”
Robert Downey JR

28. Thank you
B
R
ANDING ~ PACK
A
GING
Jennifer Segail
Managing Director & Founder
M: +61 410 568 416
jennifer@jamandco.com.au
Level 3, 3.06, 22-36 Mountain Street, Ultimo NSW 2007
T: +61 2 9211 3883 hello@jamandco.com.au jamandco.com.au
Madeline Dutton
Strategic Business Manager
M: +61 488 258 574
madeline@jamandco.com.au
Ian Segail
General Manager - Operations
M: +61 414 888 519
ian@jamandco.com.au
Should you require information on the contents within this document, please contact us.

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