YOTG Munich - Imran Rehman - mesh.works - Prototyping the DNA of your organization
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Year of the Goat Munich - Imran Rehman - mesh.works - Prototyping the DNA of your organization
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YOTG Munich - Imran Rehman - mesh.works - Prototyping the DNA of your organization
- 2. minutes
- 3. prototyping the DNA of your organisation
- 4. #wtf
- 5. deliverable
- 6. how do we play today?
- 7. BENEFITS 1. map it 2. aware of it 3. take it away
- 8. nurture happier and healthier environments for people to work
- 10. IS
- 11. FORM PAIRS
- 12. need a NEED? 1. organisation 2. you & client(s) 3. team(s)
- 13. MY CASE is… AGENC Y CLIENT CORE CREATIVES
- 16. THINKING TOOL
- 17. Here the focus is on establishing personal and trusting relationships. Here the focus is on building the relationships by the deal. The approach is task-centred and the emphasis is on getting the things done. Task Relationship 5 24 13 X 1 42 53 DNA DRIVER 1
- 18. Similarity-oriented Difference-oriented 5 24 13 X 1 42 53 Here we expect and accept the differences in power between people in society or organisations. Here individuals believe that there should be similarity. DNA DRIVER 2
- 19. 0 RELATIONSHIP TASK 5 4 3 2 1 1 2 3 4 5 DIFFERENCE ORIENTED SIMILARITY ORIENTED 1 2 3 4 5 5 4 3 1 2 ROLE CULTURES POWER CULTURES TASK CULTURES PEOPLE CULTURES
- 20. 0 RELATIONSHIP TASK 5 4 3 2 1 1 2 3 4 5 DIFFERENCE ORIENTED SIMILARITY ORIENTED 1 2 3 4 5 5 4 3 1 2 ROLE CULTURES POWER CULTURES TASK CULTURES PEOPLE CULTURES TECH CEO START UP
- 21. map today
- 22. MY CASE is… AGENC Y CLIENT CORE CREATIVES
- 23. 0 RELATIONSHIP TASK 5 4 3 2 1 1 2 3 4 5 DIFFERENCE ORIENTED SIMILARITY ORIENTED 1 2 3 4 5 5 4 3 1 2 ROLE CULTURES POWER CULTURES TASK CULTURES PEOPLE CULTURES CLIENT 2CLIENT 3CLIENT 1 AGENCY CORE CREA TIVES
- 25. SHOULD
- 26. map tomo rrow
- 27. 0 RELATIONSHIP TASK 5 4 3 2 1 1 2 3 4 5 DIFFERENCE ORIENTED SIMILARITY ORIENTED 1 2 3 4 5 5 4 3 1 2 ROLE CULTURES POWER CULTURES TASK CULTURES PEOPLE CULTURES CLIENT 2 CLIENT 3 AGENCY CORE CREA TIVES CLIENT 1 AGENCY CORE CREA TIVES
- 29. experiments
- 30. experiments 1. (o) cell 2. (p) sales
- 32. #wantppt
Editor's Notes
- The message I want to get across straight away! DON’T WORK ALONE – in pairs please! There is no good and bad, right or wrong Turn of your black box – PLEASE be aware of your unconscious bias Depending on context and role this is flexible and change. You will need a minimum two, max three different colour pens and paper For me: Trying to keep alive with story telling and examples.
- Gareth Morgan’s 1997 book – Images of Organization – defined corporate DNA as the “visions, values, and sense of purpose that bind an organization together” - What is our common understanding of culture! - Take 5 minutes to set the scene + framework
- Gareth Morgan’s 1997 book – Images of Organization – defined corporate DNA as the “visions, values, and sense of purpose that bind an organization together” Based on the above statement, this session will provide you with a thinking-tool to map and delve into the unconscious level of your organisation’s DNA. Whether you want to find a common understanding of your culture or explore what will help your teams, departments or organisations evolve, this will be a fun, fast-paced and provocative session for all. We hope by the time you leave, you’ll have something to take away with you that assists you in nurturing happier and healthier environments for your people to work.
- Gareth Morgan’s 1997 book – Images of Organization – defined corporate DNA as the “visions, values, and sense of purpose that bind an organization together” DNA = culture, the behaviours that make the organisation what it is. The variable that impact daily decisions, purpose and bind the organisation together.
- A THINKING GAME!!!! YOU CAN PLAY WITH YOURSELF / TEAM / OFFSITE / ORGANISATION OR IN YOUR HEAD WHENEVER!
- There is no good and bad... get this message across and get them to turn it off... (three different colour pens) - Shorten this to one key message and few benefits - Depending on context and role this is flexible and change. - There is no right or wrongs turn of your black box (unconscious bias) Keep this alive with story telling and examples
- Benefits 1. Mapping it 2. Making you aware and becoming conscious of the unconscious level 3. Take something away you that you can implement.
- The ONE message!
- ENSURE ALL HAVE PAPER & PENS…LETS BEGIN!
- PHASE 1: MAP IT What is our need? Lets make where we are today?
- DO IT WITH SOMEONE YOU DON’T KNOW.
- Esstablish NEED Remind them to do it in pairs 1. organisation today vs. tomorrow (HQ and Subsidiary) 2. you and client (marketing agency and CMO) (engineering vs client 1 & 2) 3. team. One team with individuals or two teams that work together. (CRM and sales) (presales and sales) (product, marketing, sales) (3 cofounders)
- We are in the golgen age of marketing. My example is about a global marketing agency. How it is questioning the its business model and current culture of agency is not aligned to working with market. Loosing market share and need to do something? map current organization and clients. Agency itself Core leadership team (sales) Creatives Clients (CMOs) …..in a survey of CEOs, close to three out of four agreed with the following statement: marketers “are always asking for more money, but can rarely explain how much incremental business this money will generate. 1. Are we taking advantage of the science of data and research to uncover new insights, or are we working off yesterday’s facts, assertions, and heuristics? 2. Do we fully exploit the power of marketing to enhance the substance—that is, the products, services, and experiences—we offer our customers, or are we just selling hard with a “me-too” mind-set? 3. Do we have a clear brand story that echoes through cyberspace, or do we feel that we aren’t quite capturing hearts and minds? 4. Have we created simplifiers within our organization, or have complex matrices become a logjam? 5. Are we faster or slower to market than our competition?
- Have to decide whose case they will take. ONE case only! most interesting most different will help both more than focusing with one on you own. THIS IS TO REDUCE THE MARGIN OF ERROR AND ENSURE YOU MEET ONE PERSON YOU DON NOT KNOW. YOU CAN THEN WORK ON THIS BY YOURSELF
- SO…where are we today?
- DNA DRIVER = Behavioral Driver All vision, values, behaviours, sense of purpose, business strategies, clients, market are variables we look at at through SENSING can plot on this DNA driver. NOTE. This is a snapshot. This does not mean you are stuck in one place. We mover across these drivers through out lives, in our roles and as our organisation evolves.
- Based on vision, values, behaviours, sense of purpose where would plot the organisations HQ, sales (crm, sales), subsidiaries, depts, teams, leaders, VPs etc. Lets take a small evolutionary example – start ups are the rage so lets use one.
- Lets take a small evolutionary example – start ups are the rage so lets use one. 3 founders find each other and they realize they have an idea. It starts of small after university and they end up in some co-working space in Vienna hashing out their first ideas and start build. Is great, no responsibility, all are believe in the same. Ideas gets some traction and they when first incubators prize and they start becoming more task oriented as expectations grow. Unaware they don’t realize there is more focus on one of the three from outside she is the energy. She also realize we need to push for money and hire, so she raises money from her network. Family invest a large amount and the other two are thrilled. She begins to drive clarity in who does what as the hire their two first employees. The 5 grow to 20 in 18 months (more investment and very traction on the product) and the individual leadership styles start showing. One of the founders start missing the family atmosphere from the beginning, One becomes very focused on driving role descriptions and ensuring everything is under control and the limelight is on one and one feels left out and becomes very command and control to the surprise of the other two cofounders. Without bad intention he build a strong following in among the 17 employees and they see him as a mentor / the voice in the organisation and this conflict with role that have been clearly defined. The other two are not happy and with this and the tech women leaves after a massive bust up and the other cofounder is more of a follower now. The organisation has grown to 60 people and the culture has become more like an agency. Employees are treated well but in return for complete obedience and long hours. All decision are now based on one person and the new CTO which is hired by the current CEO. The culture split – Tech becomes more task oriented and the sales is driven by the CEO. CEO had never realized that his, Russian, Kashmiri, Afghani and African background, schooling, upbringing, friends and world view would have the impact it did on the organisation’s DNA. The CTO, tech guy, never thought her Catholic and Hindu upbringing by strict parents in Stockholm and Copenhagen, with a degree in political history and 10 month stint at Change.org would give her the ability to form the culture she want in her part of the business and could co-exist with the current company culture.
- SO…where are we today?
- We are in the golgen age of marketing. My example is about a global marketing agency. How it is questioning the its business model and current culture of agency is not aligned to working with market. Loosing market share and need to do something? map current organization and clients. Agency itself Core leadership team (sales) Creatives Clients (CMOs) …..in a survey of CEOs, close to three out of four agreed with the following statement: marketers “are always asking for more money, but can rarely explain how much incremental business this money will generate. 1. Are we taking advantage of the science of data and research to uncover new insights, or are we working off yesterday’s facts, assertions, and heuristics? 2. Do we fully exploit the power of marketing to enhance the substance—that is, the products, services, and experiences—we offer our customers, or are we just selling hard with a “me-too” mind-set? 3. Do we have a clear brand story that echoes through cyberspace, or do we feel that we aren’t quite capturing hearts and minds? 4. Have we created simplifiers within our organization, or have complex matrices become a logjam? 5. Are we faster or slower to market than our competition?
- Reasons for clients moving: 1: Role of marketing changing over all with the onset of digital. 2. Role of CMO changing. They cant correlate the marketing spend against sales anymore. Many have become more like Health Saftey. Stick to their role and no experimentation at all. Also competence is being challenged and questioned. 3. Why is the CMO role being challenged because the of customer centricity. Clients cant any their consumers with ads anymore. They have to listen and serve them. 4. Why all is all the above happening, well cos is jut fucking noisy out ther
- SHOULD PHASE: 1.How do create an inclusive, exclusive, process and service driven, iterative, pro type driven, risk driven, creative, innovation, dynamic, open feedback culture? 2. Where do you need to look if you need to change? 3. What happens once you find it and begin the DNA change? (people will feel list) FINAL - What next? Do it with your team, then with your? The getting it done!!! Before we do the is and should, drill down on what needs to be assessed.
- SO…where would we like to be tomorrow?
- Reasons for clients moving: 1: Role of marketing changing over all with the onset of digital. 2. Role of CMO changing. They cant correlate the marketing spend against sales anymore. Many have become more like Health Saftey. Stick to their role and no experimentation at all. Also competence is being challenged and questioned. 3. Why is the CMO role being challenged because the of customer centricity. Clients cant any their consumers with ads anymore. They have to listen and serve them. 4. Why all is all the above happening, well cos is jut fucking noisy out ther
- Experiments 1. (o) cell = organisational change 2. (p) sales = move from personalised process to everybody selling 3. (c) social = moving from fear driven (mistakes made) to social pressure through cells to create momentum
- Hope I have been able to entertain, provide a tool quickly, confused you to a different level, provoked some thinking around how to map culture through 2 DNA drivers.