This document discusses how to successfully design and implement organizational culture change. It outlines a three step process: 1) Diagnose the current culture using a Culture Map to understand strengths and weaknesses. 2) Use an Empathy Map to understand employee perspectives. 3) Plan culture change using an Activation Curve to segment groups and design communications to move employees through stages of awareness, agreement and behavior change. Key tools include the Culture Map, Empathy Map and Activation Curve available on the XPLANE website. Measuring success includes metrics like behavior changes, customer satisfaction and productivity increases.

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Successfully Designing
Organizational Culture Change
Tanner Bechtel, VP Account Services
Dave King, GM Europe
Design At Business – Berlin
2 November 2016

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It is 100% possible to
design & implement
organizational
culture change.
Start-Up Enterprise

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Culture & Empathy

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what is culture?
The ideas, customs, and social behavior
of a group of people.
“Culture is your company’s operating system.”
- Dave Gray

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Strategy is our journey.
It is a conscious choice in direction.
It is what we aspire and conspire to complete.
Culture is the landscape.
It is the ground over which we travel.
Pavement is much easier to travel over than sand.

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what is empathy?
The ability to understand and
share the feelings of another person.

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Very little of who we
are appears above
the waterline.
People are icebergs

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is a design consultancy focused
on the inside of organizations.
Strategy Activation
Organizational Performance

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How to design
(and implement)
organizational culture

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Culture Map
Diagnose & Envision
Download the Culture Map at
x.xplane.com/culture-map
Empathy Map
Understand
Download the Empathy Map at
x.xplane.com/empathymap
Activation Curve
Plan, Run & Measure
Download the Activation Curve at
x.xplane.com/activationcurve

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step one:
diagnose & envision
(the culture map)

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Download the Culture Map at x.xplane.com/culture-map

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Planned & Cared-For
It will grow how you
guide it to grow
Unplanned & Ignored
It will grow on its own
however it wants…
Organizational Culture is like a Garden

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Protectionist &
Secretive
Lack of
Teamwork
Fighting for
Accounts
Poor Service &
Lost Sales
Hidden Best
Practices
Lower Capacity
& Growth
Team Sales
Targets
Team
Rewards
Shared Best
PracticesIncreased
Sales
More Capacity
& Growth
Individual
Sales Targets
Individual
Rewards
Team-Based
Selling
Sharing
Accounts
Open &
Supportive

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step two:
understand
(the empathy map)

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mapping empathy
Dr. Evil Dr. Phil

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Download the Empathy Map at x.xplane.com/empathymap

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Who is
Bart Simpson?
ü Disobedient
ü Rebel
ü Trickster
ü Risk-taker
ü Brat
ü Obnoxious
ü Troublemaker
ü Uncontrollable
ü Bad Influence
ü Smartass

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THINK
SEE
SAY
HEAR
FEEL
“It doesn’t matter”
“I just want to have fun!”“It’s not fair!!”
“Dad’s a loser” “…Maybe I’m a loser.”
Violent cartoons
Lazy Father
Smart Sister
Father is a poor employee
Underappreciated mother
Potential to get in trouble
“Don’t have a cow!!”
“Cool your jets, man!”
“I didn’t do it!!!”
“Awwwwww, Mannnnnnn!!”
“I’m sooooo bored.”
Mockery
Bullying
Reprimands
Consequences
Lisa + Maggie being loved
Disappointment
Judgment
Argument
Despair
Lack of Attention
Alone
Hopeless
Unloved

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step three:
plan, run & measure
(the activation curve)

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STEPS
1. Segment the Organization.
2. Map each Segment onto the Curve.
Where are they today in relation to
the culture change?
Where do they need to be in the
future?
3. Identify the communications and
engagements needed to move
each segment up the curve.
4. Design a Comms & Engagement
program based on those needs.
Reaching Enterprise Scale
Sales
HR
Customers

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Communications & Engagement Plan

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CKO
What evidence do we see of behavior change?
• % of people exhibiting new behaviors
• Customer Net Promoter Score increase
• Customer Satisfaction increase
• Efficiency or employee productivity increase
• Cost savings
• Sales growth (% or $)
What evidence do we see of agreement?
• % of people who can explain how this relates to their job
• % of people who support the initiative
• % of people who disagree with the initiative
• Rate of peer-to-peer teaching
• Employee satisfaction scores
What evidence do we see of awareness?
• % of people who can recall key messages
• % of people who can put story in their own words
• Access rates (e.g. attendance, downloads, views)
• Prevalence as a topic in key forums and meetings
Measuring Results: Sample Success Metrics

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Empathy Map
Understand
Culture Map
Diagnose & Envision
Download the Culture Map at
x.xplane.com/culture-map
Download the Empathy Map at
x.xplane.com/empathymap
Activation Curve
Plan, Run & Measure
Download the Activation Curve at
x.xplane.com/activationcurve

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Thank You | Q&A
Dave King
Consultant, GM Europe
dking@xplane.com
Tanner Bechtel
Consultant, VP Account Services
tbechtel@xplane.com