1) The document discusses how Hofstede's cultural dimensions model can be applied to understand an organization's culture and its ability to shift. It describes how national culture influences organizational culture. 2) Legacy organizations tend to have cultures characterized by high power distance, individualism, masculinity, high uncertainty avoidance, short-term orientation, and restraint. These cultures struggle with transformation. 3) Successful innovative organizations require cultures characterized by low power distance, collectivism, femininity, low uncertainty avoidance, long-term orientation, and indulgence to foster openness, collaboration, diversity, and continuous reinvention.

1. Shape
shifting
organisations
a simplistic view
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2. Shape shifting organisations
Why is it so difficult for new teams to adapt and break in
Organisations undergoing transformation need a cultural ambition and foundation to grow
In ‘transformational’ roles the remit is often to create cultural change (off the side of one’s desk). To be honest, that change is considered
secondary to one’s ‘real job’ - that of digital transformation.
But, there’s no such thing as digital transformation. An organisation that wants to survive today needs to have digital capabilities so cultural
transformation is, and should be, the main goal. It’s about creating new ways of working, new rituals, better collaboration, breaking down silo’s
and changing perspectives of the role of people and how they should behave.
Digital products and services are a side effect of a cultural shift + a resetting of business objectives, customer ambitions and brand goals.
So what elements of culture affect an organisations ability to move in a different direction and how can we help new teams and old teams come
together?
Hofstede (1980) built models for how national cultures affect mindsets and these models provide an insight into how organisations currently
work. What’s interesting is that these can be applied to considering how a culture may need to shift to enable alternative mindsets and futures.
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3. Shape shifting organisations
Understanding cultures using Hofstede’s cultural dimensions
Two models: National and Organisational
Na#onal Culture
How minds are collectively programmed by national cultural traits
Organisa#onal Culture
How minds and behaviours are shaped by the rituals of an organisation
3
High Power Distance
Individualism
Masculinity
High Uncertainty Avoidance
Short Term Orientation
Restraint
Low Power Distance
Collectivism
Femininity
Low Uncertainty Avoidance
Long Term Orientation
Indulgence
Means Oriented Goals Oriented
Internally Driven Externally Driven
Easygoing Work Discipline Strict Work Discipline
Open System Closed System
Employee Oriented Work Oriented
Degree of acceptance of leadership style
Degree of identification with your organisation
Local Professional
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4. Shape shifting organisations
Applying national cultural dimensions to an organisation
Big organisations shifts come from changes at a national level
Na#onal Culture
How minds are collectively programmed by national cultural traits
Tying Na#onal Culture to Organisa#onal Culture
National model is good overview of high level cultural nuances impacting transformation
4
High Power Distance
Individualism
Masculinity
High Uncertainty Avoidance
Short Term Orientation
Restraint
Low Power Distance
Collectivism
Femininity
Low Uncertainty Avoidance
Long Term Orientation
Indulgence
In my opinion, the organisational culture model works well
for the intricacies and granularity of everyday life in teams.
However, the national model provides foundation or
ambition for a sense of purpose and for setting the tone for
the organisation at a higher level.
If you can define where you want to be on these scales, you
push c-suite into action to hire, behave and install initiatives
that are aligned.
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5. Shape shifting organisations
Where legacy organisations sit
Very insular, handcuffed almost
Too much emphasise on control
Tight grip and unwillingness to experiment kill human-ness
Legacy organisa#ons are o8en fearful and restrained
These are the organisations most in need of cultural transformation to grow
5
High Power Distance
Individualism
Masculinity
High Uncertainty Avoidance
Short Term Orientation
Restraint
Low Power Distance
Collectivism
Femininity
Low Uncertainty Avoidance
Long Term Orientation
Indulgence
Having worked in a number of client side companies wanting to
transform, I’ve observed that for the most part they tend to sit
on the left hand side of these scales.
They are hierarchical, individualistic (whilst spouting words
about collaboration), there are more men in leadership
positions, they avoid uncertainty and failure (whilst wanting to
build start up cultures), they think in the now and they are
resistant to invest in true social initiatives that lead to change.
These organisations strangle themselves in todays world.
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6. Shape shifting organisations
What organisations need to be successful
Open cultures, cultivating trust, true collaboration and forward thinking + a bit of spice
Nimble, curious, exploratory
Growth and relevance require continuous reinvention
New, innova#ve, evolving businesses require diversity
Gender, thinking, skills - these must all come together and be supported
6
High Power Distance
Individualism
Masculinity
High Uncertainty Avoidance
Short Term Orientation
Restraint
Low Power Distance
Collectivism
Femininity
Low Uncertainty Avoidance
Long Term Orientation
Indulgence
Multi-disciplinary teams will die in organisations that try to
control. The shift now, for the most part, is to the right of the
scales and successful, nimble businesses acknowledge that an
organisation must be structured, and behave, in a different way.
Breaking down silos is more than open offices and fun spaces.
It’s about a deliberate shift in ways of working, in fostering
uncertainty, in thinking forward and in indulging in time. We are
so consumed by speed to market and MVP’s that we forget the
role that pace plays in iteration. This is a mindset shift if ever we
are to break new ground and truly disrupt markets again.
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